Strategies to Reduce Cost Per Hire for CDL Drivers

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For carriers and recruiters in the trucking industry, keeping a close eye on recruitment costs is more important than ever.  

 

The metric you’ll need at the center of your hiring strategy is Cost Per Hire (CPH). By understanding exactly what goes into this number, and the ways you can strategically lower it, you can improve hiring efficiency, reduce wasteful spending, and ultimately hire more qualified CDL drivers for less. 

 

What Is Cost Per Hire (And How to Calculate It) 

At its core, Cost Per Hire is a simple but powerful recruiting metric. It reflects the average investment your company makes to bring one new driver on board.  

 

The formula is straightforward: 

 

Cost Per Hire = (Total Internal Recruiting Costs + Total External Recruiting Costs) ÷ Number of Hires 

 

What belongs in “Internal” vs “External” Costs 

Internal costs include the time and labor of your in-house recruiting team or hiring managers (salary, benefits, overhead, administrative support, interview-related time, etc.), internal HR or compliance resources, training for recruitment staff, and any internal referral bonuses you pay.  

 

External costs cover job-board or job-ad fees, third-party recruiter or agency fees (if used), background screening and drug testing expenses, recruiting software or applicant tracking system (ATS) costs, costs of job fairs or recruiting events, sign-on or signing bonuses, relocation incentives, and any marketing or ad spend tied to attracting driver candidates.  

 

To compute your CPH for a given period (such as a quarter, or year), you should gather all these expenses for that period, sum them up, then divide by the number of drivers you actually hired (not just leads or applicants).  

 

For example: if over a year your total recruiting expenses (internal + external) are $120,000 and you hired 40 new drivers, your CPH would be $3,000 per hire. 

 

Why Tracking CPH Matters 

Having a clear understanding of your company’s cost per hire is important for many reasons, including:  

 

  • Budgeting & forecasting: Having a clear CPH baseline helps you forecast the cost of upcoming hiring needs (such as annual driver growth or seasonal spikes). It also enables more accurate budgeting for recruitment.  
  • Efficiency & process optimization: If CPH climbs without a corresponding rise in hire quality or retention, that signals inefficiency, or possibly wasted spend on channels that aren’t producing value or staff that are not effectively converting applicants.  
  • Comparing hiring methods: With CPH, you can benchmark different recruiting strategies (referrals, ads, job fairs, agencies, internal sourcing) side by side and invest in the most cost-effective ones.  
  • Accountability & ROI on recruiting spend: Understanding CPH helps HR and recruiting teams justify recruitment budgets to company leadership, or to highlight where adjustments might be needed. 

 

Strategies to Lower Cost Per Hire  

1. Maintain and Nurture a “Ready-to-Hire” Candidate Pool 

Rather than starting from scratch every time you post a new job, consider maintaining a warm database of former applicants, previous leads, referrals, or drivers who showed interest but didn’t accept a prior offer. Re-engaging these passive candidates can dramatically reduce sourcing and advertising costs, because you’ve already spent capital to attract them once.  

 

It’s important to take time to stay in touch through occasional outreach, newsletters about company updates, or check-ins when new routes become available. This keeps your pipeline alive and can yield hires with minimal extra spend. 

 

2. Use Data to Reallocate Recruiting Spend  

When you calculate CPH, don’t stop with just the overall number. Break down costs by channel (job boards, referrals, job fairs, agencies, etc.). For example: if 25% of your recruitment budget is going toward job-fairs, but they account for only 5% of hires, that might be a signal to shift funds. On the other hand, channels with a low CPH and strong hire rates deserve more attention. It’s important to make sure you are comparing apples to apples and evaluate results on both sides. In the example above, it’s important when considering the percentage of hires based on the spend, you also consider the number of positions you are recruiting for. If only 5% of hires come from a particular channel or partner that may be a positive result if you are only listing 5% or less of your total openings toward that channel or partner.    

 

Leverage your ATS or recruiting analytics platform to track source-of-hire, time-to-hire, and conversion-to-hire metrics. This data-driven approach helps you allocate resources more intelligently. 

 

3. Automate and Streamline by Leveraging Tech  

Modern recruiting tools (such as ATS platforms, automated screening, digital onboarding, candidate-self-serve scheduling) can reduce administrative burden, cut down on recruiter time, and accelerate the process.  

 

Streamline your application and screening workflow to reduce drop-off and avoid unnecessary steps. The faster and smoother the process, the less time internal teams spend per candidate, which reduces your per-hire labor costs. 

 

4. Strengthen Employee Referrals and Retention-Based Hiring 

Referral programs remain one of the most cost-effective recruiting channels. Encourage current drivers and employees to refer former colleagues or acquaintances and then reward successful referrals. Since referred candidates often onboard faster, perform better, and stay longer, they can shorten time-to-hire and reduce turnover, which, in turn, lowers your long-term CPH when factoring in retention cost. 

 

5. Reevaluate Sign-On Bonuses, Incentives 

While sign-on bonuses can attract drivers quickly, they also inflate upfront costs. Instead of large lump-sum bonuses, consider tiered incentives tied to performance or tenure.  

 

For example, a smaller bonus upon hire, with additional incentive after 6 or 12 months of safe driving or meeting performance benchmarks. This reduces risk and ensures you’re not overpaying for short-term turnover. 

 

Also consider a transition bonus that will help a driver financially be able to transition from one employer to another, especially when they are being paid CPM. It may take a few weeks to build up mileage after orientation and training.  

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

Building Strong Recruiting Partnerships: What Carriers Should Expect from a Quality-Focused Talent Partner

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In a challenging hiring market, the right recruiting partner can make the difference between constant turnover and long-term driver retention. Carriers rely on these partnerships to support capacity, streamline hiring processes, and improve the overall driver experience.  

 

However, not all recruiting partners operate with the same priorities. Some focus on volume, promising high applicant counts without considering whether those drivers are truly qualified or likely to stay. Others emphasize alignment, transparency, and long-term value. 

 

Understanding what a good partner looks like can help you choose vendors and collaborators who will elevate, not complicate, your recruiting strategy. Keep reading to find out five qualities that define a strong, quality-focused partner in the driver hiring space. 

 

They Prioritize Quality Over Quantity 

A high applicant count may look appealing on the surface, but it rarely solves long-term staffing challenges. Good partners understand that meaningful matches result from connecting carriers with drivers who fit the position, meet requirements, and want the job for the right reasons. 

 

A quality-driven partner will: 

 

  • Take time to understand the role, company culture, and day-to-day expectations. 
  • Provide drivers who meet the carrier’s minimum qualifications. 
  • Focus on matching drivers to jobs they actually want, not simply filling a pipeline. 
  • Use data to refine targeting and reduce unqualified or mismatched applicants. 

 

This approach leads to fewer wasted hours, higher interview-to-hire ratios, and ultimately better retention. Carriers benefit because they bring on drivers who see themselves in the role and are more likely to stay past the critical first 90 days. 

 

They Communicate Clearly and Consistently 

Like with every relationship in the trucking industry, recruiting partnerships work best when communication is open and proactive. A strong partner offers transparency around performance metrics, adjusts strategies when needed, and ensures both sides are aligned. 

 

High-quality communication should include: 

 

  • Regular updates on campaigns and applicant flow 
  • Clear explanations of trends, challenges, or shifts in the hiring market 
  • Quick, helpful responses to questions 
  • Honest feedback on job postings, requirements, and competitiveness 

 

This level of communication builds trust and prevents small issues from turning into major delays or missed opportunities. 

 

They Align With the Carrier’s Goals 

Every trucking company has different priorities, and before selecting a partner it is important to assess yours. That may include regional growth plans, specific fleet needs, home-time expectations, customer commitments, or evolving equipment requirements. A strong partner takes those goals seriously and works to understand how each one influences your recruiting strategy. 

 

A good partner recognizes that each carrier’s priorities are different and adjusts their approach accordingly. Rather than offering a generic process, they shape their support around the goals you identify. When done well, this alignment can look like: 

 

  • Understanding the carrier’s long-term hiring targets 
  • Recommending strategies to support those goals 
  • Offering insights on driver behavior and market movement 
  • Helping carriers improve the driver experience before, during, and after hiring 

 

They Add Value Beyond Applications 

Partners should support more than just deliver applications to your company, they should also elevate the hiring and recruiting process with unique expertise and strategic support. 

 

The most helpful partners should be able to: 

 

  • Offer market insights and hiring trend data 
  • Help carriers streamline and optimize their processes 
  • Identify barriers that may be preventing qualified drivers from applying or completing a screening 
  • Suggest adjustments based on driver feedback 

 

They Focus on Continuous Improvement 

A strong partner will never assume that the work is finished. They understand that driver expectations, market conditions, and industry pressures shift over time, and your recruiting strategy must evolve with them.  

 

By staying attentive to performance and willing to adjust, they help carriers remain competitive, responsive, and prepared for what comes next. This commitment to continuous improvement can include: 

 

  • Reviewing metrics regularly 
  • Testing new approaches when needed 
  • Adjusting messaging or targeting based on performance 
  • Identifying new opportunities for efficiency 

 

Drive My Way’s Approach as a Recruiting Partner 

While every carrier’s needs are different, many seek a partner that centers drivers while also supporting employer goals. Drive My Way is built around those principles. Rather than emphasizing volume, the platform matches carriers with drivers who meet job requirements and express genuine interest. The focus is on alignment, transparent communication, and long-term hiring success. 

 

Carriers working with purpose-driven partners often see improvements not only in applicant quality but in workforce stability and candidate experience, which is a key advantage in today’s competitive landscape. 

 

 

 

 

 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

Truck Driver Sign-On Bonus Programs: How to Strengthen Recruitment and Retention in 2025

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In a labor market where demand for qualified CDL drivers remains consistently high, a well-constructed sign-on bonus program can be a powerful tool for recruiting quality talent. 

 

However, if a bonus program is implemented without clear objectives, potential outcomes, or sufficient communication, it can instead become an expensive initiative that fails to generate long-term value.  

 

Keep reading to discover how carriers can modernize and optimize a sign-on bonus program that will respond to the needs of today’s drivers and the realities of the 2025 trucking landscape. 

 

1. Establish a clear and measurable objective 

Carriers often introduce a sign-on bonus primarily to boost applicant volume, yet a well-structured program should reinforce retention as much as it supports recruitment.  

 

Industry data indicates that while a large percentage of fleets continue to offer sign-on bonuses, the long-term retention impact varies significantly based on how these incentives are positioned. To design an effective program, it’s essential to begin by determining what the bonus is actually intended to accomplish. 

 

Be sure to ask whether the goal is to increase the number of qualified applicants, encourage early tenure, fill critical or high-demand lanes, or support both short-term and long-term staffing needs. Then, consider which performance expectations, safety behaviors, or tenure milestones the bonus should reinforce. When you treat the bonus as one component of a larger strategy, rather than an isolated incentive, you can create stronger alignment between the cost of the program and the value it generates. 

 

2. Set the bonus amount strategically 

There’s no one-size-fits-all bonus amount because market conditions, region, driver experience level, and job type all matter. Several surveys report that average sign-on bonus amounts increased during early 2025, reflecting stronger competition for qualified drivers as well as higher replacement costs. 

 

Here are a few rules of thumb when considering bonus amounts: 

 

  • Offer enough to matter, but not so much that drivers wonder why it’s so high (which can raise red flags about job quality) 
  • Consider tiered amounts based on driver experience, endorsements, lane premium or performance expectations 
  • Ensure the bonus aligns with your budget and is sustainable, not just a flash incentive 

 

For example, hiring a very experienced driver into a high-value route might merit a larger bonus than a local position or a driver straight out of school. 

 

3. Choose the right payout structure 

How and when the bonus is paid has major implications: you want it to encourage longevity and performance, not simply speed through the onboarding process. Here are some common structures: 

 

  • Up-front payout: A portion paid shortly after hire (such as first week), to help drivers transition. 
  • Phased payout: Remaining portion paid after milestones (such as 30 days, 90 days, six months). This method links payout to retention. 
  • Deferred/anniversary payout: Bonus paid at 6 or 12 months, or split across multiple milestones, to keep the driver engaged longer. 

 

Given rising turnover and the push for longer-term stability, the phased or deferred approach is often the stronger bet. It transforms the bonus into part of a retention strategy rather than a one-off recruitment cost. It is another tool to help a driver successfully transition from one employer to another. 

 

4. Communicate the program with full clarity and complete transparency 

A sign-on bonus program is only as effective as the communication surrounding it. If drivers feel uncertain about eligibility, payout rules, or conditions, trust erodes, and carriers may gain a reputation for unclear or misleading incentives.  

 

To avoid this, carriers should communicate every detail in writing, including the total bonus amount, payout schedule, performance expectations, required documentation, and consequences if a driver leaves before completing a milestone. 

 

All terms should appear consistently in job postings, conversations with recruiters, offer letters, and onboarding materials. Transparency is key to protecting your carrier’s reputation while also strengthening retention by ensuring that drivers understand what they will earn and when.  

 

5. Integrate sign-on bonuses into a broader retention strategy 

Although sign-on bonuses attract attention, they can’t resolve deeper retention issues on their own. Some drivers even move from carrier to carrier seeking repeated bonuses, which can minimize the long-term effectiveness of the incentive. The most successful programs support a larger system of retention practices. 

 

To strengthen results, you should combine bonus milestones with innovative onboarding, structured mentorship, responsive driver support teams, competitive pay, reliable home-time policies, and well-maintained equipment. Additional incentives, such as referral bonuses or safe-driving rewards, can also reinforce performance and engagement.  

 

6. Monitor the program’s outcomes and adjust based on data 

The trucking industry continues to shift, and sign-on bonus programs should be always evolving as well. Here are some key considerations to make as you continue to craft your bonus program:  

 

  • Track the actual cost per hire (bonus + recruiting + training) and retention beyond milestone payouts. 
  • Determine “break-even” tenure (how long a driver must stay to offset the bonus investment). 
  • Adjust bonus amounts, structure, and messaging based on geography, freight type, driver profile and market competition. 
  • Benchmark against competitors and market data (fuel costs, freight demand, driver availability) to keep your offering relevant. 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

Maximizing ROI: How Carriers Can Budget Effectively for Driver Recruitment

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Recruiting drivers is one of the largest and most important expenses for any carrier. A well-planned budget helps ensure that every dollar is used strategically, supporting both short-term hiring needs and long-term retention.  

 

Careful budgeting allows carriers to evaluate what works, eliminate waste, and make confident decisions about where to invest. An effective recruitment budget provides structure for the year ahead and can connect your company’s financial planning with your recruiting goals so that you can stay organized, measure results, and adapt when needed.  

 

Keep reading to discover how to successfully build a recruitment budget that maximizes ROI and keeps fleets operating efficiently. 

 

1. Analyze Last Year’s Recruiting Spending 

Before building this year’s budget, it’s important to take time to evaluate where last year’s recruiting dollars went. Understanding what worked and what didn’t can help you identify areas for improvement and avoid repeating costly mistakes. 

 

When looking at last year’s recruiting budget, consider: 

  • Advertising spend: Which job boards, social platforms, or referral programs produced the most qualified applicants? 
  • Cost-per-hire: What was your average spend to bring on one driver? Did that vary by lane, equipment type, or experience level? 
  • Turnover rate: How long did new hires stay? If retention was low, higher turnover may have hidden the true cost of recruitment. 

 

Pulling these numbers together gives you a baseline to measure progress and helps justify your future investments. 

 

2. Define Your Hiring Goals for the Year 

Once you’ve analyzed your past performance, it’s helpful to set clear and measurable hiring goals for the year ahead. These should align with your company’s overall business plan, freight projections, and expected retirements or expansions. 

 

When coming up with goals, consider questions such as: 

  • How many drivers do we need to hire and by when? 
  • Are we focusing on company drivers, owner-operators, or both? 
  • Which positions are hardest to fill, and what resources will they require in advance? 

 

When goals are specific, it’s easier to assign realistic dollar amounts and timeframes to each part of the budget. 

 

3. Allocate Spending Across Channels 

Not all recruiting channels deliver equal results, and your budget should reflect that. Be sure to diversify your spending across multiple touchpoints to reach drivers wherever they are looking for jobs. 

 

A balanced budget could include: 

  • Job boards and aggregators for broad visibility. 
  • Referrals and word-of-mouth programs to tap into your current drivers’ networks. 
  • Social media advertising to reach passive candidates scrolling through their feeds. 

 

Review these channels quarterly. If one source stops performing, it might make sense to shift funds to those showing stronger results. Flexibility keeps your budget responsive to changing trends. 

 

4. Invest in Employer Branding 

Your brand identity is key to recruiting. Drivers want to know who they’ll be working for and what kind of experience they can expect on the road and at home. That’s where employer branding plays a critical role. 

 

Investing in your brand can include: 

  • Creating driver testimonial videos that highlight your company culture. 
  • Updating your website’s careers page with clear job descriptions and benefit details. 
  • Improving social media presence by showcasing real drivers, milestones, and community involvement. 

 

These efforts can make your company stand out in a crowded market and build long-term trust that leads to better retention.  

 

5. Leverage Technology to Improve Efficiency 

 

Modern recruitment tools can streamline your hiring process and save both time and money. Whether it’s automating job postings or tracking candidate progress, technology is proven to help you do more with less. 

 

Consider implementing: 

  • Applicant tracking systems (ATS) to organize and manage candidates efficiently. 
  • Data integrations that connect applications directly to your internal systems, reducing manual entry. 
  • Recruitment platforms like Drive My Way that use matching technology to connect you with drivers who meet your exact criteria. 

 

The upfront investment can pay off quickly through faster hiring cycles and improved candidate experiences. 

 

6. Track Key Metrics Throughout the Year 

A recruitment budget is not something to set once and forget, it’s an ongoing and ever-evolving process. Regularly tracking performance metrics allows you to make informed adjustments that keep spending aligned with actual results. 

 

Here are a few key metrics to monitor year-round: 

  • Application-to-hire ratio to gauge the effectiveness of your screening process. 
  • Time-to-fill to determine if your hiring process is slowing you down. 
  • Retention rate of new hires to identify whether recruiting and onboarding investments are paying off. 

 

Monthly or quarterly reviews ensure your budget stays on target and continues to deliver value. 

 

7. Don’t Forget Retention in the Budget 

No recruiter needs a reminder that retention matters. A strong budget should always reserve space for keeping experienced drivers satisfied and engaged. Hiring a new driver takes time, effort, and money, while keeping a good driver on board protects that investment and preserves stability across your fleet. 

 

Retention-focused spending can include: 

  • Driver recognition and milestone programs to celebrate loyalty and performance. 
  • Wellness and safety initiatives that support drivers’ physical and mental health. 

 

By planning for retention upfront, you reduce turnover costs and build a stronger, more stable fleet. 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

 

How to Build and Maintain a Talent Pipeline for Drivers

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In today’s competitive trucking industry, recruiting skilled truck drivers requires more than filling immediate vacancies. It takes a consistent, long-term approach to identify talent, build relationships, and keep drivers engaged over time. A well-managed talent pipeline helps carriers stay ahead of staffing needs, reduce hiring costs, and strengthen their overall workforce stability. 

 

Keep reading and discover our seven key steps to build and maintain a robust talent pipeline for your fleet that will support both short-term goals and long-term success. 

 

1. Define Your Ideal Candidate Profile & Define Your Offering 

Before recruiting begins, it’s essential to clarify what “ideal” looks like for your organization. You should consider more than just CDL class or years of experience. What types of routes do you run most often? What kind of home time, pay, and company culture do you offer? 

 

Use these details to create a candidate profile that includes: 

  • Experience level: New graduates, mid-career drivers, or veterans. 
  • Endorsements and qualifications: Hazmat, tanker, doubles/triples, etc. 
  • Preferred schedule and lifestyle: Regional, local, or over-the-road. 
  • Soft skills: Communication, reliability, and customer service. 

 

Having a clear profile helps recruiters target candidates who will thrive in your environment, reducing turnover down the line. 

 

2. Build Awareness Before There’s a Job Opening 

Recruitment shouldn’t start when a truck is sitting idle. Instead, it helps to focus on building awareness and engagement long before you need to hire. You can start to position your company as an employer of choice by: 

  • Maintaining an active online presence. Share content on social media that highlights driver achievements, safety awards, and company culture. 
  • Attending driver events. Job fairs, truck shows, and CDL school visits are great ways to meet potential candidates early. 
  • Encouraging word-of-mouth referrals. Your current drivers can be powerful advocates if they’re happy with their experience. 

 

By consistently promoting your brand, you’ll already be on drivers’ radar when they start looking for new opportunities. 

 

3. Use Technology to Stay Organized 

Managing a growing list of candidates requires structure and consistency. Technology can streamline the process in many ways, helping your recruiting team track interactions, progress, and follow-ups. 

 

Consider using tools such as applicant tracking systems (ATS) and CRM platforms built for driver recruiting. These tools can help you: 

  • Maintain up-to-date records with contact information, license details, and endorsements. 
  • Automate communications for follow-ups and application reminders. 
  • Integrate with other digital recruiting tools to simplify the application and screening process. 

 

When you use technology to stay organized, you can ensure that every qualified candidate receives timely and professional attention. 

 

4. Nurture Relationships with Passive Candidates 

Many qualified drivers are content where they are but may be open for change in the future. Keeping in touch with these passive candidates builds trust and familiarity over time. 

 

You can nurture these connections by: 

  • Sending periodic updates about company news, safety initiatives, or driver recognition. 
  • Inviting them to virtual or in-person events so they can stay connected to your team. 

 

Consistent communication shows drivers that you value relationships, not just immediate hires. When they are ready to switch carriers, your company will already be top of mind. 

 

5. Prioritize Driver Experience Throughout the Process 

Every step in the recruiting process influences how drivers view your company. A complicated or unclear process can discourage even the best candidates from applying. Focus on making each interaction simple and respectful by considering these factors: 

  • Be transparent. Set expectations about routes, schedules, pay, and benefits early. 
  • Respond quickly. Drivers appreciate timely feedback during hiring and onboarding. 
  • Streamline paperwork. Ensure forms, screenings, and training are efficient and easy to complete. 

 

A positive hiring experience leaves a lasting impression. Even if a candidate is not hired right away, they may return later or refer others based on their experience. 

 

6. Measure and Refine Your Pipeline 

Once your pipeline is established, it’s important to keep improving it, just like every other process in your organization. Regularly review your recruitment metrics to see what’s effective and what needs attention. 

 

Key areas to track include: 

  • Time to hire: How quickly open positions are filled. 
  • Quality of hire: How well pipeline candidates perform and stay with your company. 
  • Engagement rate: How often candidates open messages or respond to outreach. 

 

Evaluating these insights allows you to make data-informed adjustments that strengthen your recruiting strategy. 

 

7. Retention as Part of the Pipeline 

Retention should be viewed as a continuation of recruitment. Every driver who stays with your company strengthens your brand and helps attract new talent, while saving you money and time long term.   

 

Focus on long-term engagement by: 

  • Recognizing achievements. Acknowledge safety milestones, anniversaries, and performance excellence. 
  • Gathering feedback. Use surveys or informal check-ins to identify and address issues early. 

 

When retention becomes part of your talent pipeline, you create a cycle of continuous improvement and satisfaction that supports both recruitment and loyalty. 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

How to Handle Pay Transparency in a Competitive Hiring Market

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Driver pay has always been one of the most important factors in trucking recruitment. In recent years, however, the spotlight has shifted to pay transparency.  

 

Drivers expect to see accurate pay details before they apply, and states are increasingly requiring carriers to disclose compensation in job postings. In a competitive hiring market where trust and reputation matter, the way your company communicates pay can make or break your recruiting strategy. 

 

Keep reading to discover how carriers can publish pay ranges effectively, talk about compensation in job ads, and avoid backlash from drivers when expectations do not align with reality. 

 

Why Pay Transparency Matters 

For many drivers, pay is the first detail they look for in a job posting. If the information is vague or missing, they may scroll past the ad or assume the company is withholding details for a reason. A recent shift in hiring practices across industries shows that candidates want clarity, and trucking is no exception. 

 

Beyond candidate preference, transparency helps build trust. When a driver sees that a company is upfront about pay, they are more likely to believe the company will also be upfront about other aspects of the job, such as home time, equipment quality, and dispatch practices. 

 

In some states, laws now mandate salary disclosure in job postings. Even in regions where it is not required, leading with clear information can position your company ahead of competitors. 

 

Publishing Pay in Job Postings 

When including pay details in job ads, specificity is key. Drivers are experienced professionals who can recognize vague or unrealistic claims. Here are some best practices for publishing pay: 

 

  • Post ranges that reflect reality. If your drivers consistently earn between $75,000 and $85,000, post that range rather than advertising “up to $100,000.” Inflated numbers may generate clicks, but they also create disappointment when expectations are not met. 
  • Clarify pay structures. Whether you pay by the mile, hourly, or percentage rates per load, make it clear in the posting. Drivers want to know how their time will be valued. 
  • Include average earnings. In addition to ranges, highlight the average pay of current drivers in similar roles. This makes the posting feel grounded in real data. 
  • Highlight bonuses and benefits carefully. Retention or sign-on bonuses can help attract applicants, but they should be framed as add-ons, not the core of compensation. While a company may think offering a very high sign-on bonus will attract more drivers, it often sends the opposite message to drivers who may perceive it as a desperate move to fill an undesirable job. Alternatively, you might consider adjusting the overall compensation package to be more competitive.  

 

When done well, publishing accurate pay information can save your recruiters time by filtering out candidates who may not be a good fit, while drawing in drivers who feel confident about what they will earn. 

 

Talking About Compensation in Ads 

Pay transparency is not just about numbers on the page. It is also about how you communicate those numbers in your job descriptions and marketing campaigns. 

 

  • Connect pay to lifestyle. Instead of only listing dollar amounts in isolation, frame them in terms of what they mean for the driver. For example, highlight that your average weekly pay allows drivers to support their families while being home weekends. 
  • Be consistent across platforms. If your website, job boards, and recruiters all communicate different numbers, drivers will notice. Ensure your messaging is aligned to prevent confusion. 
  • Train recruiters to discuss pay confidently. Drivers often ask tough questions about pay. Make sure your recruiters have accurate, up-to-date information and can explain pay structures clearly. 
  • Avoid jargon. Terms like “competitive pay” mean little without context. It’s important to always include concrete details that drivers can trust. 

 

By focusing on clarity, you send the message that your company respects drivers’ time and wants them to make informed decisions. 

 

Avoiding Backlash 

One of the biggest risks of pay transparency is backlash when drivers feel misled. Whether from inflated pay claims or unclear structures, unmet expectations can hurt retention and damage your reputation. Here are a few ways to prevent those issues: 

 

  • Align internal and external communication. Make sure recruiters, dispatchers, and operations staff all understand how pay is structured so drivers do not receive conflicting information. 
  • Gather driver feedback. Ask current drivers how your company’s advertised pay matches their experience. Use this insight to refine job postings. 
  • Audit your postings regularly. Hiring needs evolve and pay levels shift. Review your job postings often to ensure they remain accurate. 
  • Acknowledge differences openly. If pay may fluctuate by region, lane, or freight type, state that upfront. Transparency about variability builds trust. 

 

The goal is not to overpromise, but to create realistic expectations that lead to long-term satisfaction. 

 

Building a Reputation for Transparency 

Carriers that embrace pay transparency gain an advantage in the current hiring market. Drivers talk to each other, and if your company develops a reputation for honesty, it can improve word-of-mouth referrals and driver loyalty. 

 

Transparency does not mean giving away every detail, but it does mean treating compensation as a core part of the conversation rather than an afterthought. By publishing realistic ranges, training recruiters, and regularly evaluating your messaging, you set your company apart as a reliable employer. Pay is a critical part of your employment value proposition, and you can’t trust all data sources. There is no substitute for compensation survey data based on actual pay vs. market reports that use advertised pay sources. If you want to evaluate your current offerings and better understand the markets in which you compete be sure to consult with The National Transportation Institute, the authority on professional driver and diesel technician compensation and research. 

 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

5 Retention Metrics You Should Actually Be Tracking

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Many trucking companies measure turnover as their primary gauge of retention success. While it’s an important indicator, turnover alone doesn’t tell the full story of driver satisfaction or the overall health of your company culture.  

 

Relying solely on turnover rates can hide deeper issues, such as engagement, communication, and growth opportunities, which can all influence why your drivers stay or leave. 

 

If you want to build a truly sustainable retention strategy, it’s time to track metrics that go beyond basic numbers. Here are five key retention metrics that reveal the real drivers of long-term success. 

 

Retention Rate 

Retention rate may sound like the flip side of turnover, but it paints a more optimistic and actionable picture. Instead of counting who left, retention focuses on who stayed and for how long. 

 

How to measure it: Divide the number of drivers who remain employed over a certain period (such as one year) by the number of drivers employed at the start of that period. 

 

Why it matters: Tracking retention rate over time helps you understand which efforts, like pay adjustments, home time improvements, or communication initiatives, are keeping drivers engaged. For example, if your retention rate improves after introducing a driver mentor program, you’ll have measurable proof that the program is working. 

 

Early Tenure Turnover 

Turnover within the first 90 days is often the most expensive and disruptive kind. Early tenure turnover also shows how well your onboarding and orientation processes are working. 

 

How to measure it: Track how many drivers leave within their first 30, 60, or 90 days compared to your total new hires during the same time frame. 

 

Why it matters: If you’re seeing high early turnover, it might not be the job itself that’s the problem, but the transition into it. New drivers often leave because of unclear expectations, poor communication, or a lack of connection with dispatch. Improving onboarding communication, assigning mentors, or setting clear performance goals can make a measurable difference in this metric. 

 

Average Tenure 

Average tenure gives insight into how long your drivers stay with your company overall. It’s a simple but powerful measure of satisfaction and stability. 

 

How to measure it: Add up the total length of employment for all drivers and divide by the total number of drivers. You can also break this down by department, region, or role type (for example, regional vs. OTR). 

 

Why it matters: Companies with longer average tenure often have stronger communication, consistent scheduling, and leadership that listens. Tracking average tenure helps identify where long-term relationships are thriving, and where they may be breaking down. If one terminal or region consistently shows shorter tenure, that’s a sign to dig deeper into its management structure, workload, or overall culture. 

 

Driver Engagement and Satisfaction Scores 

While harder to quantify than turnover, engagement scores provide direct insight into how drivers feel about their work environment, leadership, and communication with dispatch. Regular driver satisfaction surveys and other opportunities for feedback can help you measure engagement trends over time. 

 

How to measure it: Use brief, anonymous surveys that ask drivers to rate their satisfaction in areas such as pay transparency, home time, respect from management, communication, and recognition. Calculate an average score or index from these results. 

 

Why it matters: Engagement and satisfaction scores reveal the “why” behind turnover and retention rates. They also give drivers a voice, showing that your company values their feedback. If your engagement scores start to dip, it’s an early signal to act before turnover increases. 

 

Referral Rate 

When drivers are recommending your company to their peers, it’s one of the clearest signs of a healthy, positive culture. Tracking referral rate helps measure trust, satisfaction, and pride in your company. 

 

How to measure it: Track the percentage of new hires who were referred by current drivers over a given period. 

 

Why it matters: A high referral rate often means drivers feel valued, respected, and confident enough to encourage others to join. If referrals drop, it may signal dissatisfaction or communication gaps. Consider implementing a referral incentive program, but just be sure to remember that incentives alone won’t raise this number unless drivers genuinely enjoy working for your carrier. 

 

Putting It All Together 

The most effective retention strategies come from looking at these metrics together, not in isolation. A company might have a solid overall retention rate but a worrying 90-day turnover trend, suggesting that onboarding needs improvement. Or a fleet may show long driver tenure but low engagement scores, signaling burnout or lack of advancement opportunities. 

 

To make these metrics meaningful, be sure to track them consistently and discuss results across departments. Encourage dispatch, safety, and HR teams to use the data collaboratively. When patterns emerge, it’s essential to act quickly, whether that means improving communication tools, adjusting scheduling, or offering more training opportunities. 

 

  

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

 

How Drive My Way Helps Food & Beverage Carriers Hire and Retain Qualified Drivers

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The food and beverage supply chain depends on drivers who can handle specialized equipment, manage seasonal peaks, and deliver products safely.  

 

For carriers, finding drivers who meet these needs is a constant challenge in today’s competitive labor market. Recruiting the right talent requires more than traditional methods, which often result in wasted time and limited success. 

 

Foodliner and Button Transportation are two carriers that turned to Drive My Way to improve their recruiting strategies. By partnering with a platform built around matching drivers to jobs they want and qualify for, both companies were able to bring on new drivers efficiently while lowering costs and improving retention. 

 

Helping Carriers in a Niche Industry 

Recruiting in the food and beverage industry brings challenges that set it apart from other sectors of trucking. Many roles require additional endorsements for tankers, hazmat, or doubles. Companies may need to scale up hiring quickly during harvest or production surges, and, unlike general freight, specialized bulk and agricultural loads often demand experience that not every CDL driver has. 

 

Conventional recruiting solutions often fall short of these needs. Carriers receive large volumes of applications that may not meet requirements, leaving recruiting teams with more screening work and fewer viable candidates.  

 

Drive My Way approaches the process differently. By matching drivers with jobs based on their skills, experience, and personal preferences, the platform ensures carriers connect with drivers who are both qualified and interested in the work. 

 

For food and beverage carriers, this means a pipeline of candidates who are more likely to succeed in the role. It also translates to faster hiring, lower costs per hire, and stronger retention.  

 

“We work with Drive My Way because it produces results, and that’s so important when it comes to recruiting drivers,” said Rod Anstead, a Safety Director at Button Transport.  

 

Foodliner: Prioritizing Quality Over Quantity 

Foodliner, the largest bulk food-grade carrier in the United States, needed to expand its roster of regional and local CDL A drivers for both liquid and dry bulk loads. With a fleet of 500-1,000 trucks, the company’s standards for safety and fit are high.  

 

Their recruiting team faced the common challenge of balancing application flow with quality, and they wanted to avoid spending time sorting through unqualified or incomplete applications. 

 

That’s where Drive My Way could make a difference. In just five months, Foodliner brought four new drivers onboard through the platform, with an average cost per hire of $900 and a 60-day time to hire. More importantly, those hires matched Foodliner’s needs from day one. 

 

“The Drive My Way website and dashboard are very user friendly and provide a lot of great information,” said Tim Yochum, Director of Recruiting at Foodliner. “Drive My Way is out in front with their technology compared to other recruiting companies. They have developed tools with the end user in mind: drivers and transportation companies.” 

 

Beyond technology, Foodliner emphasized the collaborative nature of the relationship. “Drive My Way respects our opinion and decisions. We can be honest about what is working and what is not working from both sides, it is not a one-way street,” Yochum said.

 

For Foodliner, it wasn’t just about filling trucks, it was about working with a partner who understood their business and valued quality over quantity. 

 

Button Transportation: Meeting Seasonal Demands 

For Button Transportation, a family-owned company based in California for over 40 years, seasonal hiring is the biggest challenge. The carrier hauls fertilizer, harvest goods, and other agri-business freight, which means their hiring needs spike at two critical points each year.  

 

Finding qualified drivers quickly, especially those with hazmat, tanker, or doubles endorsements, can make or break a season. 

 

Partnering with Drive My Way allowed Button to tackle this problem head-on. In only two months, the company hired ten drivers, bringing their cost per hire down to just $180. The ability to meet seasonal needs without sacrificing driver quality was a game-changer. 

 

“It’s been a long time since we’ve filled our trucks, and thanks to Drive My Way, we’re so close to not only filling them, but also having rotational drivers,” said Rod Anstead, Safety Director at Button. “We are a seasonal carrier with two major hiring peaks throughout the year, and it’s important for us to fill the trucks with qualified, good drivers.” 

 

Safety Supervisor James Villanueva echoed the sentiment, saying “I would absolutely recommend Drive My Way to other companies. Our partnership has been a big part of my success here at Button Transportation.” 

 

 

 

In an industry where specialized freight and seasonal hiring make recruiting even more complex, Drive My Way helps carriers connect with drivers who are ready and qualified for the work. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

Food & Beverage: How to Attract the Right Drivers

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The food and beverage (F&B) trucking industry faces some of the most complex recruiting challenges in transportation.  

 

Routes are often physically demanding, schedules can be unconventional, and specialized endorsements are sometimes required. With the addition of seasonal spikes and fierce competition from other driving jobs, it’s no wonder many fleets struggle to keep their recruiting pipeline strong. 

 

The key to building a stable, high-performing fleet is attracting drivers who meet the qualifications and genuinely want the job. Keep reading to discover how carriers in the F&B sector can stand out and appeal to drivers who are the best fit for their freight. 

 

Lead with Job Transparency 

Many F&B carriers lose drivers before they have even started because the job was not presented clearly during the hiring process. Roles involving heavy touch freight, tight urban deliveries, or pre-dawn start times can be a shock for new hires if those realities were not spelled out upfront. 

 

The solution is simple: advertise with full transparency. Postings should outline the type of freight, schedule expectations, and physical requirements. While this may shrink the applicant pool, it ensures that the candidates who do apply know exactly what they are signing up for, making them far more likely to stay. 

 

Highlight the Value of Specialized Endorsements 

Endorsements like hazmat, tanker, or reefer narrow the field of eligible candidates, but they can also be used as a recruiting advantage. Carriers that showcase opportunities for drivers with these credentials, whether through higher pay tiers, premium routes, or career advancement potential, position themselves as attractive destinations for skilled professionals. 

 

For carriers looking to grow their applicant base, offering training support or reimbursement for endorsements can also serve as a powerful incentive. This approach can help you expand the candidate pool while also building loyalty by supporting long-term career growth. 

 

Tailor Recruiting to Scheduling Preferences 

Schedules in F&B trucking rarely resemble a regular nine-to-five. Deliveries may start as early as 3 a.m., run through weekends, or ramp up heavily during the holidays. Drivers who thrive in this environment exist, but they need to be found and targeted intentionally. 

 

Recruiting messages should be honest about these schedules while also highlighting the stability and consistency that comes with them. Carriers that capture and segment applicants by schedule preference can direct their outreach to those most likely to embrace early mornings or irregular hours. 

 

Market the Appeal of Local and Regional Routes 

While long-haul drivers make up a large part of the industry, many candidates are looking for shorter routes with more home time. F&B trucking often fits this mold, offering local and regional deliveries with frequent returns home. 

 

Carriers can make these route structures a centerpiece of their recruiting campaigns, especially when appealing to drivers who value family time or predictable daily routines. This differentiator can be as compelling as pay when presented effectively. 

 

Elevate the Customer Service Role 

In food and beverage, drivers are more than operators. They are ambassadors of your company’s culture and brand. Each stop involves interactions with grocery staff, restaurant managers, or warehouse teams. For drivers who enjoy relationship-building and being on the front lines of service, this can be a strong selling point. 

 

Recruiting campaigns should emphasize the opportunity to represent trusted brands, interact with customers, and play a direct role in keeping shelves stocked. This framing attracts candidates with strong people skills who are more likely to excel in customer-facing roles. 

 

Compete Creatively with Other Driving Jobs 

Retail distribution and no-touch freight positions can often lead drivers away from F&B jobs. Competing head-to-head on “ease” is rarely effective. Instead, carriers can attract the right drivers by focusing on what makes F&B work distinct: consistency of freight, physical activity for those who prefer it, and the reliability of being part of an essential industry that is always in demand.  

 

Promoting these qualities through targeted advertising, on job boards, social media, and even through driver referral programs, helps carriers reach drivers who value these aspects instead of those simply seeking the path of least resistance. 

 

Stay Ahead of Seasonal Spikes 

The beverage boom in summer and the holiday food rush put immense pressure on recruiting. Fleets that only scramble during peak demand often end up lowering standards or overextending existing drivers. 

 

Building and maintaining a year-round talent pipeline is critical. Carriers that keep relationships warm with qualified drivers, even when they aren’t hiring, are better prepared to scale quickly when demand surges. Email campaigns, periodic check-ins, and referral incentives are effective tools for keeping this pipeline active. 

 

 

 

 

Attracting the right drivers in food and beverage trucking requires a deliberate focus on candidates suited to the work, the schedule, and the customer interactions that come with the role. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.  

Matching Drivers to Your Freight: The Secret to Lower Turnover in F&B Trucking

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For food and beverage carriers, driver turnover is more than an HR issue. It can be a direct hit to service, sales, and profitability.  

 

With the physical demands of touch freight, specialized endorsements, and unconventional schedules, F&B trucking has some of the highest barriers to entry in the industry, making recruiting and retaining drivers a constant challenge. 

 

However, many carriers overlook one of the simplest solutions: matching the right driver to the right freight from the very start. When carriers align job realities with driver preferences and capabilities, turnover rates fall, job satisfaction rises, and the talent pipeline gets stronger. 

 

Keep reading to find out how matching drivers to freight can solve some of the toughest pain points in F&B trucking. 

 

The Physical Demands: Finding Drivers Who Can Handle Touch Freight 

F&B routes often require drivers to unload cases with dollies, climb stairs, and walk products into restaurants or retail stores. This level of physical activity can be a deal-breaker for many drivers, and a quick path to burnout if they weren’t prepared for it. 

 

When carriers are transparent about these requirements upfront and target candidates who are open to physical, hands-on work, they avoid hiring drivers who might quit after a week. Pre-screening for willingness to handle touch freight can help you narrow the applicant pool and ensure the drivers you hire are more likely to stay. 

 

Specialized Endorsements: Eliminating Qualification Bottlenecks 

Refrigerated trailers, bulk liquids, and certain specialty items require endorsements like a tanker or hazmat endorsement to transport food grade materials. Since fewer drivers carry these certifications, carriers often waste time interviewing candidates who won’t be able to move the freight. 

 

By matching job listings with drivers who already hold the required endorsements, you can cut down on delays, prevent idle equipment, and reduce missed delivery deadlines. It also positions your fleet as professional and organized, which are qualities that appeal to drivers who want to invest in a long-term career. 

 

Scheduling Realities: Reducing Mismatched Expectations 

F&B drivers often start their days at 2 or 3 a.m., deliver on weekends, or run through holidays. These schedules can be a deal-breaker for drivers seeking a more traditional work-life balance. 

 

Misaligned expectations around scheduling are one of the fastest ways to drive turnover. By capturing schedule preferences early and ensuring drivers know what the job entails, you can avoid mismatches that lead to no-shows and resignations.  

 

Urban, Multi-Stop Deliveries: Matching Route Experience with Skill Sets 

Delivering to congested urban centers with multiple stops requires a special set of skills, and lots of patience. Drivers who thrive on long-haul open-road work may struggle with city congestion and tight delivery windows. 

 

By identifying drivers who prefer local or regional work, who enjoy customer interaction, and who have prior experience in urban delivery, carriers set their fleets up for success. Drivers who are matched to routes that fit their strengths are less likely to churn and more likely to deliver consistent performance. 

 

Customer Service as a Hiring Priority 

In F&B trucking, drivers are more than freight movers. They are the face of your brand to restaurant managers, grocery clerks, and retail staff. Poor customer service at the delivery dock can damage relationships and even cost accounts. 

 

That’s why matching should also take customer service skills into account. Hiring drivers who are personable, communicative, and customer-oriented ensures positive interactions, fewer complaints, and stronger client relationships. 

 

Competing with “Easier” Driving Jobs 

One of the toughest challenges in F&B trucking is competing with jobs that offer comparable pay along with easier freight handling and more predictable schedules. Drivers often leave for these positions, viewing them as less strenuous than the demands of F&B work. 

 

Instead of fighting this reality, carriers can sharpen their recruiting efforts by clearly positioning F&B roles to the right audience. Advertising that emphasizes steady routes, consistent demand, and the chance to stay active on the job helps attract drivers who value those aspects.  

 

By tailoring job postings and outreach to drivers who are a natural fit for this work, you can strengthen retention and avoid wasting resources on mismatched candidates. 

 

Seasonal Spikes: Building a Proactive Talent Pipeline 

The F&B sector experiences some seasonal swings, such as seasonality by produce type, beverage spikes in summer, or holiday food demand towards the end of the year. Many carriers scramble to recruit drivers at the last minute, lowering candidate quality and hurting delivery performance. 

 

A better approach is maintaining an ongoing relationship with qualified drivers year-round. By keeping a warm pipeline of pre-matched candidates, carriers can ramp up quickly during peak demand without sacrificing quality. 

 

The Bottom Line: Matching Is Retention 

The cost of turnover in F&B trucking goes far beyond recruiting spend, it includes lost sales, disrupted customer relationships, and wasted training investments. Matching drivers to the right freight lays the foundation for stronger retention. 

 

By aligning drivers’ physical abilities, endorsements, scheduling preferences, route experience, and customer service skills with the realities of your freight, carriers can lower turnover, improve service, and build a more loyal workforce. 

 

For more ways to stay ahead of the curve in the transportation industry in 2025, be sure to check out the rest of our Employer Blog posts and connect with us on social media.