Navigating the Freight Recession: Strategies for Effective Driver Recruitment and Retention

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The trucking industry is no stranger to the ebbs and flows of economic cycles, and the current freight recession presents a unique set of challenges for companies striving to maintain a strong driver workforce. As freight volumes dip and margins tighten, it’s tempting for organizations to scale back their recruitment efforts and focus solely on short-term cost-cutting measures. However, this shortsighted approach can leave companies ill-prepared when the inevitable market rebound occurs. 

 

Despite the temporary slowdown in freight demand, the fundamental need for qualified drivers persists. The driver shortage, a perennial issue in the trucking industry, shows no signs of abating. In fact, the American Trucking Association (ATA) has projected that by 2030, the industry could face a shortage of 160,000 drivers, underscoring the importance of continuous driver recruitment and retention efforts, even during market downturns. 

 

The Imperative of Continuous Recruitment 

Forward-thinking trucking companies recognize that navigating the freight recession successfully requires a strategic approach to talent acquisition and retention. Rather than hitting pause on driver hiring, these organizations are doubling down on innovative solutions to attract and retain top talent, ensuring they have the human capital needed to capitalize on opportunities when the market inevitably rebounds. 

 

One such strategy is leveraging the power of strategic partnerships with specialized driver recruitment firms like Drive My Way. By tapping into their extensive network of qualified drivers and cutting-edge matching technology, trucking companies can maintain a robust talent pipeline without the overhead of a full-time in-house recruitment team. This scalable approach allows organizations to adjust their hiring efforts in real-time, aligning resources with dynamic market conditions. 

The Benefits of Driver-Centric Recruitment 

 Moreover, partnering with a driver-centric recruitment firm ensures that the candidate experience remains a top priority, even during challenging economic times. Drive My Way’s unique approach leverages driver preference data to facilitate personalized job matching, tailored communication, and a deep understanding of what drivers value most in an employer. By prioritizing the driver experience, trucking companies can differentiate themselves in a competitive market and foster long-term loyalty among their workforce. 

 

This personalized approach extends beyond the initial recruitment phase. By continuously gathering and analyzing driver preference data, companies can refine their offerings to better align with driver needs and expectations. This might include adjusting route assignments, implementing more flexible scheduling options, or enhancing benefits packages based on driver feedback. 

 

The value of such strategic partnerships in navigating the freight recession is evident in the success story of CEVA Logistics, a global leader in first and final mile deliveries. By partnering with Drive My Way to streamline their driver hiring process, CEVA Logistics achieved remarkable results, hiring an average of 30 independent contractors per quarter at a cost per hire of just $747. This collaboration, which began in March 2022, focused on filling final mile delivery driver positions across the United States. Drive My Way’s custom solutions and seamless integration with CEVA’s existing TenStreet system enabled them to meet high-priority hiring goals efficiently, even in a challenging economic climate. 

 

CEVA Logistics’ experience underscores how strategic partnerships can effectively address recruitment challenges during economic downturns. By leveraging a driver-centric approach and innovative recruitment solutions, companies can maintain a strong pipeline of qualified drivers, positioning themselves for continued success in the competitive transportation industry. 

 

Enhancing Driver Retention During Economic Downturns  

Another critical aspect of effective driver retention during a freight recession is a commitment to ongoing communication and engagement. Regularly seeking feedback from drivers and demonstrating a genuine interest in their well-being can go a long way in fostering loyalty and reducing turnover. Drive My Way’s platform facilitates open communication channels, enabling trucking companies to gather valuable insights from their driver workforce and make data-driven decisions to improve retention. 

 

This continuous feedback loop can help companies identify potential issues before they lead to turnover. For instance, if multiple drivers express concerns about a particular route or customer, management can proactively address these issues, demonstrating responsiveness to driver needs and potentially averting costly turnover. 

 

Investing in Driver Development 

 Investing in driver development and career advancement opportunities can also help trucking companies weather the storm of a freight recession. By offering training programs, mentorship, and clear pathways for growth, organizations can demonstrate their commitment to their drivers’ long-term success, even during challenging economic times. This investment in human capital not only enhances driver retention but also positions companies to emerge from the recession with a highly skilled and engaged workforce. 

 

Consider implementing a structured mentorship program that pairs experienced drivers with newer recruits. This not only provides valuable support and guidance for new drivers but also offers a sense of purpose and recognition for veteran drivers, potentially improving retention rates across both groups. 

Leveraging Technology for Retention 

 In addition to personalized recruitment and development strategies, leveraging technology can play a crucial role in enhancing driver retention during a freight recession. Advanced fleet management systems, driver-friendly mobile apps, and AI-powered routing technologies can improve efficiency, reduce frustration, and enhance the overall driver experience. 

 

For example, implementing a user-friendly mobile app that allows drivers to easily access route information, communicate with dispatch, and manage their schedules can significantly improve job satisfaction. Similarly, AI-powered routing systems can optimize routes to minimize empty miles and maximize earning potential, addressing one of the key concerns drivers often face during economic downturns. 

Building a Resilient Workforce 

 As the trucking industry navigates the complexities of the current freight recession, it’s clear that a proactive, driver-centric approach to recruitment and retention is essential for long-term success. By forging strategic partnerships, prioritizing the driver experience, and investing in human capital, trucking companies can weather the storm and emerge stronger, ready to seize opportunities in the post-recession landscape. 

 

Companies that maintain their commitment to driver recruitment and retention during the freight recession will find themselves with a significant competitive advantage when the market rebounds. They’ll have a stable, experienced workforce in place, ready to meet increasing demand, while competitors who scaled back their efforts may struggle to ramp up quickly. 

 

Challenges of Being a Small Fleet Operator

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There are over 750,000 motor carriers currently active in the US, and nearly 96% operate ten or fewer trucks.  

 

Small fleets play an indispensable role in the transportation industry and global economy yet face unique challenges when it comes to recruiting and retaining quality drivers while remaining competitive in today’s market.  

 

Are you a small fleet owner wondering how these challenges could affect your operations? Keep reading to find out the difficulties of managing a small fleet and what solutions could help keep your company ahead of the curve.  

 

Operational Challenges 

Some of the most difficult problems faced by small fleet owners occur in daily operations. Although there are many benefits to being a small fleet owner/operator, such as the independence, lower tax burdens, and smaller workforce to pay and be responsible for, operational challenges remain daunting.  

 

Without the cushion of resources larger carriers have available to fall back on, any of these common operational challenges can have a major impact on the success and longevity of a small fleet.  

 

Vehicle maintenance is a crucial part of operating a fleet of any size, but it can be costly. Regular maintenance ensures driver safety and prevents breakdowns, which can be even more expensive. It’s important to implement preventative maintenance schedules and address any issues promptly.  

 

Upholding DOT compliance is essential to being in the transportation industry and requires remaining up to date on local, state, regional, and national regulations. Vehicles must be regularly inspected to ensure compliance with safety standards, and any required reports on vehicle maintenance, inspections, and driver qualifications must be submitted to the DOT.  

 

Route optimization and fuel efficiency are key factors every small fleet must consider. Inefficient routes cost carriers time and money, as fuel remains one of the most significant operational expenses and empty miles directly affect the overall profitability and sustainability of a business.  

 

Recruiting and retaining qualified drivers remains one of the most challenging parts of operating a small fleet in today’s highly competitive market. High turnover affects operational stability and increases spending on hiring and training, which can be especially detrimental for small fleets. Coupled with the industry-wide driver shortage and post-pandemic influx of carriers, focusing on reversing driver turnover is an essential goal for every fleet.  

  

Financial Challenges 

Operational expenses and financial obligations can’t be avoided by carriers of any size, but increasing efficiency and optimization can help mitigate these costs and improve financial stability. 

 

High fuel costs remain a challenging and unpredictable factor for fleets. Although the US Energy Information Administration predicts gasoline and diesel prices will decrease throughout 2024 and 2025, small fleets must still focus on route optimization and implementing fuel-efficient strategies.  

 

Minimizing empty miles can help fleets become more fuel efficient and cut down on lost revenue. Without utilizing strategies to increase load optimization, such as digital freight matching technology, empty miles can have a major impact on overall profitability.  

 

Insurance costs are a nonnegotiable part of operating a carrier, but there are ways small fleets can limit spending on pricey premiums and vehicle policies. By prioritizing driver safety with extensive training and using GPS and telematics to monitor driver performance, carriers can decrease accident rates and lower insurance premiums.  

 

Strategies for Small Fleets to Overcome Challenges 

Implementing the right strategies is critical for successful fleet management, especially in today’s competitive market.  

 

The importance of fleet management software cannot be understated, including route optimization, maintenance scheduling, and using data-driven insights and analytics. Although the up-front cost for installation and training can be daunting, the revenue gained through streamlined operations and fuel-efficient runs will quickly make these technologies more than worth it.  

 

Focusing on driver retention and recruiting qualified drivers can impact many of the challenges faced by small carriers.  

 

Consider offering incentive programs to reward safe driving practices and performance excellence, which can increase driver morale and workplace satisfaction. Driver engagement surveys or one-one-one meetings are another great way to demonstrate your commitment to being a driver-centric employer.  

 

Small fleet owners face unique challenges when it comes to attracting and retaining drivers, such as connecting with qualified drivers and competing with the marketing and brand recognition of large carriers. Small carriers must focus on differentiating themselves from competition while utilizing the right resources to reach drivers where they’re at.  

 

Recruitment platforms, such as Drive My Way’s own small business driver recruitment plan, can connect small fleets to qualified drivers that are actively seeking new opportunities. This cuts down on the need for other expensive advertising campaigns and guarantees exposure to experienced and available drivers.  

 

 

 

Looking for more industry advice and strategies to successfully operate a small fleet in today’s competitive market? Be sure to check out the rest of our Employer Blog posts and learn more about our commitment to CDL drivers on our social media.  

The Challenges of Food & Beverage Delivery

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Every sector of the transportation industry comes with its own unique advantages and drawbacks.  

 

Commercial food and beverage delivery is always in high demand, moves at a fast pace, and can be lucrative for drivers and employers alike. However, there are also some important considerations every company has to make regarding daily challenges and supply chain logistics.  

 

Keep reading to find out some of the biggest challenges faced by commercial food and beverage delivery companies in today’s market, and what solutions could help your business stay ahead of the curve in a competitive and evolving industry.  

 

Regulatory Compliance 

Not many freight types are as heavily regulated as food and beverage. The first challenge often faced in food logistics is complying with the regulations that are set in place by the food industry to guarantee food safety.  

 

Guidelines such as the Food Safety and Modernization Act (FSMA) include regulations that impact food safety across the entire supply chain, including transportation. The FSMA especially emphasizes preventive measures, risk assessment, and traceability.  

 

Complying with this act requires businesses to track food items from farm to table. Consumers must be able to know where the food originates from, how it was handled, and where its final destination will be.  

 

Regulatory compliance can seem challenging, but these standards are also designed to save businesses time and money. By following regulations regarding food safety, including proper handling, storage, and transportation temperatures, businesses can avoid costly accidents such as food spoilage and waste.  

 

However, it is important to note that regulations can vary by state and locality, so companies must stay updated on potential changes or new requirements.  

 

Traceability & Visibility  

Complying with food safety regulations can also help businesses maintain traceability and visibility, factors that are becoming increasingly important in consumer decision processes.  

 

When it comes to food and beverage purchases, customers are paying more attention to product origin countries, ecolabels and green stickers, and other marks that guarantee authenticity.  

 

In fact, a 2020 consumer study found that seven in ten consumers said traceability was important to them, and they would be willing to pay a higher price for it. This means that being able to track the location and condition of products is an essential factor in remaining competitive in the industry.  

 

Traceability also ensures food safety, mitigating risks in transport while decreasing the chances of food spoilage and waste. By having a detailed record of the product journey, companies can quickly identify and address any issues that arise, such as contamination or temperature deviations.  

 

Investing in technologies that enhance traceability, such as blockchain and IoT sensors, can provide real-time data on the status of shipments, helping companies ensure that products are handled correctly and arrive in optimal condition. 

 

Time Sensitivity & Quality Control  

One of the most challenging factors of delivering food and beverage items is that they are sensitive to spoiling. This requires a strict adherence to timely deliveries, safety regulations, and preventative measures. Although perished food or beverage items result in waste and money losses, the situation can become much worse if spoiled goods reach the consumer.  

 

Because of this, product quality and progress must be monitored at every stage of transit. Beyond state and national level regulations, businesses must have their own standards in place to guarantee quality goods from farm to fork.  

 

This involves implementing rigorous quality control measures, regular inspections, and using advanced technologies for real-time monitoring. Sensors and tracking systems can provide data on temperature, humidity, and other conditions to ensure that the products are stored and transported correctly. 

 

Unlike some freight, food and beverage shipments are assigned a must-arrive-by date. If there are any delays in delivery, suppliers are usually charged a rescheduling fee on top of the money losses from wasted product.  

 

Late delivery is not the only factor that can result in food waste and additional charges. Poor storage conditions, improper handling, and not ensuring product quality throughout transit can compromise perishable goods and lead to unnecessary expenses.  

 

Unexpected delays due to traffic, weather conditions, or mechanical failures can also pose significant risks. Companies must have contingency plans in place to handle such scenarios, including backup transportation options and rapid response teams to address issues promptly. 

 

Using GPS tracking and predictive analytics, route optimization software can also help companies to ensure timely deliveries, reduce operational costs and unnecessary expenses, and enhance customer satisfaction.  

 

 

 

 

Although there are many challenging factors to consider before starting out in the food and beverage delivery industry, technology has made great strides in assisting businesses to regularly make timely deliveries of quality products.  

 

For more information about specific sectors of the transportation industry, be sure to follow us on social media and stay up to date on our Employer Blog posts.  

Partnering for Success: How Drive My Way Helps Trucking Companies Thrive in Challenging Times 

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The trucking industry is the lifeblood of the global economy, transporting essential goods and materials across vast distances to meet consumers. However, in recent years, trucking companies have encountered a perfect storm of challenges that have pushed their resilience and adaptability to the limit. From a chronic shortage of qualified drivers to the ever-shifting sands of market demand and the specter of economic uncertainty, the industry has had to navigate a treacherous landscape. In such trying times, forging strategic partnerships and embracing innovation have become the keys to not just surviving, but thriving. 

 

With the American Trucking Associations (ATA) projecting a staggering driver shortage of over 82,000 for 2024, the lack of drivers has become an existential threat for many trucking companies. An aging workforce, high turnover rates, and waning interest from younger generations have combined to create a dearth of qualified drivers, igniting fierce competition for the limited pool of available talent. This scarcity drives up costs and puts immense pressure on operations, forcing companies to adapt and innovate to survive. 

 

Compounding the driver shortage, shifting market demands and evolving customer expectations keep trucking companies on their toes. The meteoric rise of e-commerce has reshaped the transportation landscape, demanding faster, more flexible, and cost-effective delivery. Trucking companies must navigate this new paradigm while also grappling with the ever-present specter of economic uncertainty. The cyclical nature of the business means that companies must always be prepared for the inevitable downturns and market volatility that can squeeze their bottom line. 

 

In the face of these challenges, forward-thinking trucking companies are turning to innovative, technology-driven solutions like Drive My Way to attract and retain qualified, local drivers. Drive My Way leverages advanced algorithms and deep industry expertise to match trucking companies with in-market drivers who are the right fit for their specific needs. By prioritizing quality matching from the outset, these solutions increase the likelihood of long-term retention, minimizing the costs associated with high turnover rates. 

 

This emphasis on finding the right driver-company fit is especially crucial during times of economic turbulence, as it allows trucking companies to focus their resources on other critical areas of their business, rather than constantly struggling to fill open positions. As the industry navigates the uncertain road ahead, those who embrace innovation, adaptability, and a commitment to their workforce will be best positioned to weather the storms and emerge stronger on the other side. 

 

Real-world success stories underscore the transformative impact of strategic partnerships and innovation in helping trucking companies thrive. CEVA Logistics, a leading provider of first and final mile deliveries, partnered with Drive My Way to fill a range of final mile delivery driver positions across the United States. Through a tailored solution and seamless integration with their existing TenStreet system, Drive My Way helped CEVA Logistics streamline their hiring process, resulting in an average of 30 independent contractors per quarter at a cost per hire of just $747. This partnership allowed CEVA Logistics to reduce costs, drive innovation, and generate high-quality leads for their final mile delivery driver positions. 

 

Similarly, Platform Waste Solutions, a pioneering waste management company focused on sustainability, turned to Drive My Way to meet their growing need for Local CDL A and B waste transportation drivers in key markets throughout the southern United States. Drive My Way developed a custom hiring solution carefully tailored to their specific job requirements and geographic footprint. This collaboration helped Platform Waste Solutions achieve their lowest number of open job positions in a long time. In just six months, they hired 18 drivers at a cost per hire of only $557, underscoring the effectiveness of the partnership in reaching critical hiring goals and securing pre-qualified leads at a reduced cost. 

 

The trucking industry is navigating a gauntlet of challenges that demand ingenuity, collaboration, innovation, and resilience. From the unrelenting driver shortage to the ebb and flow of market demand and the ever-present specter of economic uncertainty, trucking companies must be nimble and proactive to stay ahead of the curve. By forging strategic partnerships with companies like Drive My Way and embracing innovative solutions, trucking companies can tap into the tools, expertise, and support they need to thrive in even the most challenging of times. As the industry continues to evolve at a breakneck pace, those who prioritize collaboration and adaptability will be in the driver’s seat, poised to steer their businesses towards a brighter future. 

Bridging the Gap: Supporting Veterans in Their Transition to Civilian Life

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Life is change. Every aspect of life brings unique moments of transitions, whether personal or professional. A new job, a changing family dynamic, a big move, a worldview or cultural shift – to name only a very few. Transitioning into military life, and then eventually reversing that shift back into civilian life is perhaps one of the most dramatic transitions that American adults routinely make, yet this change can be largely unsupported for many veterans, including those who enter the trucking industry. 

Sergeant David Pike, Director of Recruiting for NFI, is on a mission to help bridge that gap for his fellow service members. This article sheds light on the unique experiences and hurdles faced by veterans as they make the transition to civilian life. We also highlight the ongoing work of NFI, a company committed to supporting veterans in their journey. As Sgt. Pike continues to share his story and champion programs supporting veterans in trucking, we hope you’ll join us in the conversation by asking the veterans on your own team, “How are you today?” and “How can I help make a meaningful change for veterans in this workplace?” 

Visible and Invisible Challenges

Transitioning from military to civilian life brings about challenges that often remain invisible to those unfamiliar with the journey. In 1980, approximately 18% of U.S. adults were military veterans. As of 2022, that number has fallen to only 6% (Pew Research Center, 2023). In other words, if you are a veteran transitioning from military service to civilian life today, only about 1 in every 17 adults has been through a similar experience. In contrast, that number is much higher in the transportation industry. 1 out of every 10 truckers in the United States is a veteran (United States Census Bureau).

In the military to civilian transition, veterans may be given basic re-entrance resources through programs such as the Transition Assistance Program from the U.S. Government. However, the reacclimation process of adapting to new routines and organization structures, translating military skills into civilian jobs, confronting mental health concerns, and reconstructing personal relationships requires persistent, ongoing effort. 

Sgt. Pike shared a recent interview that he watched that he felt captured the challenges of a military to civilian transition:

It was a Marine veteran [speaking] about the military. You’re just not allowed to show weakness, no matter how painfully you’re struggling inside. I don’t care if your spouse is cheating on you, I don’t care. If you’re going through bankruptcy, I don’t care. If your child is in the hospital, I don’t care. When you show up in uniform, you have to show 100% strength or your troops don’t follow. That’s armor.

Now, when we enter the civilian world, zero help is given to any veteran of how to take that armor off. We’re great leaders, and soldiers will follow because they know that is the order of rank and structure. And secondly, in combat, if they don’t do it, people will die. That is not the structure in civilian life, and that is a huge struggle for so many of our veterans that manifests itself into a lot of mental health struggles.

Employers can help smooth this transition with intentional, sustainable support.

Showing Commitment as a Carrier

Addressing the challenges of transitioning to civilian life requires a concerted effort from both veterans and the organizations that aim to support them. As an employer in trucking, there are large and small ways to increase your support for veterans. Veterans In Trucking suggests starting with high-visibility actions like displaying the American flag online, recognizing service with decals on rigs, or clearly partnering with organizations that honor veterans. In our conversation, Sgt. Pike also shared NFI’s growing initiatives and his hopes to amplify industry-wide conversations to better support veterans who are truck drivers. 

Once service members have joined your team, creating a supportive environment of like-minded individuals is key. NFI does this through Employee Resource Groups (ERGs). One of their ERG’s, the Veterans Engagement Team (VET), is specifically designed to connect, serve, and advocate for Veterans within NFI and throughout the communities where they operate. In 2023, NFI surveyed the members of VET about their top concerns and priorities for the coming year. An overwhelming 57% of respondents indicated that they wanted to focus on the transition from military to civilian life as a crucial issue. 

We don’t have enough resources built for our veterans, we don’t have enough of the ability for veterans to transition from military to civilian life. So when we got those results back in [from the VET survey], out of roughly 50 responses, transition to civilian life was 57%. The next closest one was veteran suicide at 46%. I think that we have to be better in tune with what our veterans are asking for, without them actually asking for it.  

– Sgt. David Pike

Pike shared that, as the head of the recruiting team, he is leading efforts to distribute welcome packets with easily accessible resources, create a mentorship program, and actively aligning themselves with and supporting charitable organizations that benefit veterans. This is just one example of how employers can support veterans.

Seek the Cause, not the Symptoms

Speaking with Sgt. Pike highlighted a crucial distinction between symptoms and causes in the context of veteran support. While symptoms, like poor mental health, are undeniably significant, it’s equally vital to address the underlying causes, particularly the lack of robust transition resources for veterans. Poor mental health, including conditions like PTSD, anxiety, or depression, is a symptom resulting from the challenges veterans face during their transition to civilian life. However, these challenges are often rooted in systemic issues such as insufficient support networks, inadequate recognition of military-acquired skills, and a general lack of awareness among employers. It’s imperative to go beyond treating the symptoms by focusing on comprehensive solutions that tackle the root causes. 

By enhancing transition resources, including targeted programs, education for employers, and initiatives fostering understanding, the trucking industry can proactively address the core issues contributing to poor mental, emotional, or physical health among veterans. 

A Call to Arms

Bridging the gap for veterans transitioning to civilian life is a collective responsibility that requires both individual and organizational commitment. Sgt. David Pike’s dedication to this cause sheds light on the challenges faced by veterans entering the trucking industry and underscores the importance of proactive measures to support their journey. 

As veterans navigate the visible and invisible challenges of the military to civilian transition, it is evident that addressing symptoms alone is insufficient. NFI’s commitment, exemplified through initiatives like the Veterans Engagement Team (VET) and strategic partnerships with charitable organizations, serves as a promising blueprint. By actively engaging in the military-to-civilian transition dialogue and developing tailored support, NFI showcases tangible steps employers can take. However, the true impact lies in recognizing and addressing the systemic issues underpinning the challenges faced by veterans. Employers in the trucking industry must not only address the symptoms but also invest in comprehensive solutions.

A holistic approach must delve into the root causes. It is imperative for employers to go beyond symbolic gestures and that they actively invest in robust transition resources, provide recognition and education for military-acquired skills, and contribute to creating workplaces that honor and support the well-being of those who have served our country.

Key Insights from our Latest Driver Happiness Report: What Every Trucking Company Should Know 

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 In the fast-paced world of the trucking industry, driver happiness can either be your company’s greatest asset or its biggest roadblock. At Drive My Way, we recognize the crucial role that driver satisfaction plays in keeping your business running smoothly. That’s why we put our expertise to work and conducted the 2023 CDL Truck Driver Job Happiness Report, reaching out to over 500 CDL drivers nationwide to gain a deeper understanding of what makes them happy in their careers and lives. 

 

Our recently released report is brimming with fascinating trends and key findings that every trucking company should have on their radar. By taking these insights to heart and proactively addressing them, you can boost driver retention, enhance your recruitment strategies, and keep your company moving forward in this competitive industry. So, buckle up and get ready to explore the world of driver happiness – your company’s success depends on it.  

 

Overall Driver Happiness Has Declined  

One of the most significant findings from our report is that overall driver happiness has dropped slightly since 2019. In 2023, only 51% of surveyed drivers reported being happy with their job, compared to 54% in 2019. This decline in happiness was more pronounced among younger and less experienced drivers, with those having less than eight years of experience reporting the biggest drop in satisfaction. 

 

This trend highlights the need for trucking companies to focus on driver satisfaction, particularly among newer and younger drivers.  

New Drivers Need More Support 

Our report also revealed that drivers with 1-2 years of experience reported significantly lower happiness levels than any other segment, with only 44% saying they were happy in their current role. Moreover, three out of four drivers in this group reported actively looking for other jobs. The primary reason for this dissatisfaction? A lack of information and support. 

 

Only 40% of drivers with 1-2 years of experience felt they had the information they needed to be successful in their roles. This finding underscores the importance of providing comprehensive training, ongoing support, and clear communication to new drivers, even after their initial orientation period. By investing in the success of new drivers, companies can improve retention and build a stronger, more loyal workforce. 

 

Happy Drivers Are More Likely to Stay and Refer Others 

Our report confirmed that driver happiness is closely linked to retention and referrals. Happy drivers are three times more likely to refer others to their employer than unhappy drivers, and they are also more likely to express a desire to stay with their company for the long term. 

 

However, our findings also revealed that even happy drivers are nearly twice as likely to look for a new job compared to 2019. This trend suggests that in today’s competitive job market, simply keeping drivers happy may not be enough to guarantee retention. Companies must go above and beyond to demonstrate their commitment to driver satisfaction and well-being, offering competitive compensation, benefits, and a positive work environment. 

 

Communication and Listening Are Key 

When asked about the one change their current employer could make to increase job happiness, drivers highlighted several factors, including better compensation, improved benefits, and more consistent work schedules. However, one factor stood out as particularly important for certain groups of drivers: better communication and listening from management. 

 

Our report found that female drivers and those with less than two years of experience were twice as likely to cite better communication and listening as the key to improving their job happiness. This finding emphasizes the need for trucking companies to prioritize open, transparent communication with their drivers, especially those who may be more vulnerable to dissatisfaction and turnover. 

 

Adapting to Driver Preferences in Recruitment 

In addition to insights on driver happiness, our report also shed light on how drivers prefer to learn about new job opportunities and communicate with recruiters. The top three sources for job information were general job boards (46%), online searches (42%), and word-of-mouth referrals from other drivers (33%). 

 

When it comes to communicating with recruiters, drivers expressed a preference for communication via email (32%), followed by phone (32%), face-to-face interactions (19%), and SMS (16%). These preferences varied somewhat based on factors such as age, gender, and years of experience, highlighting the importance of tailoring recruitment strategies to different driver segments. 

 

By understanding and adapting to these communication preferences, trucking companies can more effectively reach and engage potential hires, ultimately improving their recruitment efforts and attracting top talent to their organization. 

 

  

The 2023 CDL Truck Driver Job Happiness Report is your roadmap to navigating the complex world of driver satisfaction. By diving into these valuable insights and taking action to address the factors that contribute to driver happiness, you can create a work environment that not only supports your drivers but also fuels your company’s success. Imagine a future where your drivers are more content, your retention rates are sky-high, and your recruitment efforts are the envy of the industry. You can read the full report here: Full Report

 

At Drive My Way, we’re not just along for the ride – we’re here to help you steer your company towards a brighter future. By keeping our finger on the pulse of CDL drivers’ evolving needs and preferences, we work hand in hand with trucking companies like yours to build a stronger, more resilient industry that benefits everyone involved.  

Shared Truckload: How to Save Your Fleet Money and Time

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What if there was a way to guarantee savings for your fleet on every run, ensure faster service with predictable delivery times, and lower your overall environmental impact? 

 

This might sound too good to be true, but for many carriers, a shared truckload has been the solution to many ongoing problems.  

 

Shared truckloads offer the chance to optimize trailer utilization while reducing empty miles and decreasing intermediary freight handling. Keep reading to find out what shared truckload really means, and how your fleet could benefit from taking part in this increasingly popular solution.  

 

What’s Shared Truckload? 

Shared truckload, also known as co-loading or partial truckload, is a logistics method that involves multiple shippers sharing the space of a single trailer. Unlike traditional less-than-truckload (LTL) or full truckload (FTL) shipments, shared truckload streamlines the process by avoiding any consolidation hubs and intermediary terminals.  

 

Instead of sending a partially full truck out for a run, wasting valuable space, and spending more time on separate runs, a shared truckload can optimize freight runs and save drivers time and effort. Shared freight can either come from multiple underutilized truckloads, LTLs, or a combination of both, making the option accessible for a wide variety of shippers.  

 

In today’s industry, shared truckloads are usually made possible by digital freight matching technology or third-party logistics (3PL) providers. These programs rely on algorithms to match multiple shippers that are good candidates for the mode, considering factors such as freight origin, destination, weight, and commodity type.  

 

 

What are the Benefits? 

Considering offering shared truckload services for your fleet? There are many advantages to this model that could give your company a leg up on the competition while maximizing profits and operational efficiency.  

 

Less freight handling. By avoiding consolidation hubs and intermediary transloading, there’s minimal handling of freight. A more direct route means significantly lower chances of theft and damage to freight.  

 

Faster and more reliable service. Due to reduced intermediary stops, shared truckload offers quicker transit times compared to LTL shipments and a more predictable delivery schedule.  

 

Lower cost for shippers. A shared truckload divides the transportation expenses between customers, making it an attractive solution for shippers looking to save money. This makes for a powerful promotional point for carriers offering shared truckload services.  

 

Decreased environmental impact. A shared truckload also promotes sustainability by maximizing trailer capacity and minimizing deadhead miles. By reducing company greenhouse emissions by as much as 40%, a shared truckload can contribute to company KPIs and sustainability goals.  

 

No freight class required. Unlike LTL, shared truckloads do not require freight classification, and there is no weight requirement.  

 

Are There Any Disadvantages? 

Like every new technology or service, carriers must consider potential drawbacks before incorporating shared truckloads into fleet operations.  

 

Capacity limitations. Shared truckload relies on combining multiple shippers’ freight into a single trailer. As a result, available capacity may be limited during peak seasons or high-demand periods. 

Carriers must carefully manage space allocation to avoid overcommitting and ensure timely deliveries. 

 

Complex coordination. Coordinating shared shipments involves communication among various parties: shippers, carriers, and receivers. Managing a shared truckload also involves additional paperwork and tracking. Efficient scheduling and load planning are critical to avoid delays and missed pickups. 

 

Freight compatibility. Certain types of freight are not going to be compatible in the same trailer. It is essential to assess freight such as hazardous materials, temperature-sensitive goods like food, and fragile items and divide if necessary.  

 

 

 

Offering shared truckloads is a growing method for carriers to save money, improve efficiency, and attract new shippers.  

 

For a deeper dive into the newest industry trends and strategies for success, be sure to follow us on social media and check out the rest of our Employer Blog posts.  

Tools to Combat the Ongoing Freight Recession

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2024 has been off to a rough start in many ways for the transportation industry, with carriers still feeling the lingering effects of a labor shortage, rising prices, and supply chain disruptions.  

 

To top it off, the freight recession that began in 2023 has continued to affect carriers of all sizes, with layoffs and closings increasing across the country.  

 

However, as the economy begins to stabilize and consumer spending returns to pre-Covid rates, some industry experts are predicting a turnaround and return to normalcy by the end of the year.  

 

Although the future is unpredictable, there are some tools that every carrier should utilize to navigate the ongoing freight recession. Keep reading to find out what’s causing the recession, and how your carrier can cut costs and optimize operational efficiency to stay ahead of the curve and weather these challenging times.  

 

Understanding the Landscape 

In order to deal with the impacts of the ongoing freight recession, it’s essential to understand why it began in the first place.  

 

The first two years of the pandemic saw a rapid increase in consumer spending, leading many carriers to enter the market while shippers prepared for the trend to continue. However, the freight boom was relatively short lived, and there was soon an oversupply of trucks with a decreasing amount of available freight.  

 

This quick change had an dramatic impact on carriers nationwide, with FreightWaves estimating that 35,000 recently opened trucking companies had shut down by the end of 2023. The effects weren’t just limited to new businesses though, as seen when long-standing transportation company Yellow Corporation filed for bankruptcy in the same year.  

 

These factors, combined with high fuel prices and a fluctuating global economy, have made it imperative for carriers to prepare for the future and position themselves for success.  

 

Operational Efficiency is Key 

The best way to safeguard your carrier against the negative impacts of the freight recession is to ensure that you are effectively and efficiently utilizing both your equipment and team members.  

 

Carriers of any size cannot afford unnecessary expenses in today’s market, with the American Transportation Research Institute finding that operational costs rose over 53% per mile from 2022 to 2023. Fuel alone accounted for 28% of total operating costs on average, making efficiency a priority for every driver.  

 

Investing in transportation management systems and route optimization tools might come with an upfront cost, but the payoff is immediate as carriers can save on time, fuel expenses, and vehicle repairs.  

 

Fleet telematics and tracking systems, such as Electronic Logging Devices and GPS tracking, provide real-time data on vehicle location, fuel consumption, driver behavior, and maintenance needs. This allows carriers to optimize routes, reduce idle time, and improve fuel efficiency while increasing driver safety.  

 

Predictive analytics and AI-based technology work by analyzing existing data to forecast demand, optimize pricing, and prevent supply chain disruptions. These algorithms can also adjust capacity according to anticipated market trends and set competitive rates based on demand fluctuations.  

 

Digital freight matching is another tool many carriers are using to efficiently connect drivers with available freight while saving time on paperwork, optimizing space, and cutting costs.   

 

Instead of the traditional methods of freight brokerages and third-party logistics (3PL) businesses, digital freight matching uses predictive analytics and algorithms to optimize matches for service, efficiency, capacity, and cost. Since most DFM platforms are available as mobile apps or online websites, this also provides a single access point for every step of the matching process.   

 

Prioritize Driver Engagement and Retention  

Another ongoing problem that is likely familiar to every carrier is driver turnover and low retention rates. This issue can make the effects of the freight recession worse, leading to high recruitment costs, training expenses, and disruptions in service.  

 

By focusing on creating a driver-centric work environment and engaging existing employees, carriers can avoid additional expenses and cultivate a culture of hardwork and dedication.  

 

Consider offering frequent driver engagement surveys or one-one-one meetings to gather feedback and demonstrate your commitment to the needs of your drivers. Make sure to implement actual changes from the feedback to show that you really value their perspectives and experience.  

 

Investing in your team by providing skill development training, certification programs, and career advancement opportunities is another way to raise retention rates while also attracting other qualified drivers.  

 

Encouraging and rewarding driver milestones and safety accomplishments can also increase driver morale while saving money on fuel costs and vehicle repairs. Studies have shown that driving above 60 miles per hour lowers fuel efficiency, a behavior that can be changed by safety rewards and fleet telematics.  

 

 

 

For more information on the state of the transportation industry and advice to recruitment and retain qualified drivers, be sure to check more of our Employer Blog posts and follow us on social media.  

Flexible Recruitment: Leveraging Strategic Partnerships to Hire Drivers During Market Fluctuations

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Flexible Recruitment: Leveraging Strategic Partnerships to Hire Drivers During Market Fluctuations

The trucking industry has faced its fair share of challenges in recent years – global supply chain disruptions, an enduring driver shortage, the ongoing freight recession, and widespread economic volatility. As freight markets declined and margins came under pressure, many companies were forced to restructure. Their talent acquisition and recruitment teams bore the brunt, downsized through layoffs, underfunded, or in some cases, abandoned completely. 

 

However, one fundamental truth persists: the need for skilled, reliable drivers remains constant, regardless of fluctuations in freight demand. Even when freight volumes dip, companies must maintain operations and have drivers ready to meet customer needs. Furthermore, the truck driver workforce is aging, necessitating replacements for those nearing retirement. High turnover rates also demand continuous hiring to backfill vacant positions. Trucking companies simply cannot afford to hit pause on driver recruitment and retention efforts, even amid market downturns. 

 

While rebuilding internal recruitment and talent acquisition requires significant investment, flexible, outsourced hiring solutions offer an alternative path to maintain a robust talent pipeline. This proactive approach ensures organizations are poised to swiftly meet their hiring needs when demand inevitably rebounds, without missing a beat. 

 

The American Trucking Associations (ATA) projected a staggering driver shortage of over 82,000 for 2024, a sharp increase from the previous year’s estimate of 60,000. This widening gap is fueled by the industry’s struggle to recruit and retain drivers from newer generations, coupled with the impending retirement of a significant portion of the current workforce, whose average age hovers around 47. 

 

Pausing recruitment efforts during market downturns leaves companies in an unfortunate position when market conditions or turnover requires a quick shift. The costs of rushed hiring, compromised candidate quality, and the inherent inefficiencies of rebuilding internal recruitment teams can outweigh any perceived short-term savings. Instead, a prudent long-term strategy is to find a way to nurture relationships with prospective drivers continuously. 

 

The Scalability of Outsourced Recruitment  

 

Many companies and HR leaders may be expecting AI to fill talent acquisition roles in the future, with the hope that automation will drive efficiency and productivity when they need to begin hiring again. However, while certain aspects of the recruitment process can be automated, key elements of the candidate experience still require human interaction and personalization – something that AI is not yet capable of replicating effectively. 

 

Moreover, the technology to fully automate recruiting is still in its very early stages. Relying solely on AI to fill the void left by downsized recruitment teams is a risky proposition that could leave companies struggling to attract and hire top talent.  

 

In the near term, strategic recruiting partners offer an effective and affordable solution for companies seeking to maintain their hiring capabilities without the overhead of full-time in-house teams. By partnering with external experts, organizations gain the scalability to align their resources with dynamic market conditions. External recruitment partners offer the flexibility to ramp up or down based on hiring needs, allowing companies to seamlessly scale their recruitment efforts as demand fluctuates. 

 

Forward-thinking providers in the driver recruitment space have already begun to adapt their strategies to meet the evolving needs of both drivers and carriers. Companies should be looking for partners who leverage targeted job distribution, provide exclusive access to engaged driver communities and real-time matching technology to facilitate a tailored candidate experience that balances the need for automation with the human touch that drivers crave. 

 

As companies navigate the uncertain road ahead, partnering with experienced providers offers a cost-effective way to maintain hiring momentum and build a robust talent pipeline. The key lies in finding a partner that understands the unique challenges of the trucking industry and has the agility to adapt to changing market dynamics while keeping the driver experience at the forefront. 

 

The Value of Driver-Centric Recruitment 

 

In today’s competitive job market, drivers demand personalized experiences and meaningful connections throughout the recruitment process. Recognizing this shift, providers like Drive My Way prioritize driver-centric strategies that resonate with candidates on a deeper level. By leveraging an outside recruitment partner, companies can tap into a range of benefits that enhance the driver experience and improve overall hiring outcomes, such as: 

 

Real-time feedback insights: Drive My Way is uniquely positioned to provide carriers with  real-time feedback from those highly sought after passive candidates who meet the minimum job requirements, but decline the invitation to pursue the job, providing valuable insights into the reasons behind their decision. This feedback – from your jobs as well as others – can help identify areas for improvement in job descriptions, compensation packages, or other factors that may be deterring potential candidates. 

 

Enhanced job matching: By leveraging driver preference data, Drive My Way facilitates better job matching, ensuring that drivers are presented with opportunities that align with their skills, experience, and personal preferences. This increases the likelihood of a successful hire and long-term retention. 

 

Personalized driver engagement: Drive My Way uses driver preference data to tailor communication and job opportunities to individual drivers’ needs and desires. This personalized approach demonstrates a commitment to understanding and meeting the unique requirements of each driver. 

 

Optimized compensation and benefits: Insights gathered from driver preferences can inform refinements to compensation packages and benefits offerings. By understanding what drivers value most, Drive My Way helps companies optimize their compensation strategies to remain competitive in the market. 

 

Strengthened driver relationships: Open communication channels facilitated by strategic partners like Drive My Way can foster stronger relationships between drivers and potential employers. Maintaining ongoing communication and gathering feedback throughout the recruitment process helps build trust and demonstrates a commitment to driver satisfaction. 

 

Enhanced brand visibility: Drive My Way offers expertise in cultivating brand awareness, helping companies effectively communicate their unique value proposition to potential drivers. This can help companies stand out in a crowded market and attract the attention of top talent. 

 

Compelling employer value proposition: A well-crafted employer value proposition (EVP) is essential for attracting and retaining top driver talent.  Drive My Way helps companies develop EVPs that showcase their vision, mission, values, and culture, resonating with drivers who seek alignment with their personal goals and lifestyles. 

 

 

 

The trucking industry’s relentless cycles underscore the importance of maintaining consistent driver recruitment and retention efforts, especially during market fluctuations. By capitalizing on Drive My Way’s growing community of more than 160,000 engaged drivers alongside their specialized recruiting expertise, companies gain the flexibility and scalability while prioritizing driver-focused strategies. 

 

This proactive approach nurtures relationships, ensuring a robust talent pipeline is ready when the tides inevitably turn.  

 

If you’re ready to explore how Drive My Way’s personalized driver recruiting solutions can help you navigate market fluctuations with confidence, bring your open jobs to a live demo session, and watch as we uncover the perfect matches for your company. 

How to Recruit Gen-Z Drivers Entering the Workforce

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How to Recruit Gen-Z Drivers Entering the Workforce

The future of the trucking industry will soon be in the hands of drivers who right now might not even be old enough to obtain a CDL.  

 

Although this could seem worrisome to industry veterans, in a field as dynamic and impactful as transportation and logistics, growth, innovation, and evolution are essential to ensure the continued success of truck drivers and carriers nationwide.  

 

Recruiting Gen-Z drivers has become key to overcoming ongoing issues plaguing the industry, such as the driver shortage, high turnover rates, and the slow adaptation of advanced technology.  

 

Keep reading to find out why hiring Gen-Z drivers is becoming increasingly important, and how you can cater your recruiting efforts to appeal to young drivers just entering the workforce.  

 

First, Understand Gen-Z Priorities 

To attract and retain Gen-Z drivers, recruiters must understand what motivates them.  

 

In general, Gen-Z refers to anyone born between 1997-2012. This represents about 20% of the US population, and nearly 30% worldwide.  

 

A group that is large has the potential to greatly impact recruiting practices in every field, so it’s important to recognize their preferences and priorities. More than any generation before, Gen-Z drivers value fair pay, a work/life balance, and opportunities for professional development. They prefer authenticity in messaging and expect to have the chance to provide feedback on company policies.  

 

Gen-Z drivers are also more likely to ask about safety, company diversity, and further educational opportunities. Considering the priorities and interests of these younger drivers is a key step in tailoring your recruiting efforts and hiring practices to effectively appeal to this growing sector of the workforce.  

 

Utilize Technology  

The best way to reach out and connect with Gen-Z drivers is through technology. As the definition of a generation raised on the internet, younger candidates will respond better to recruiting strategies that utilize technology, and, when hired, will be able to assist employers in adapting the newest technological solutions.  

 

From the first touchpoint with Gen-Z candidates, ensure that your hiring process is easily accessible from anywhere and utilizes multiple digital platforms, while remaining personalized and authentic.  

 

Truck drivers in general are constantly on the move and often only have access to digital information through a smartphone, so applications should be streamlined and easy to fill out. Instead of gathering all the necessary information in the first application, consider shortening the form and instead finding out more information in a follow-up call or email.  

 

When advertising open positions to Gen-Z candidates, it is important to utilize multiple social media and digital recruiting platforms, such as Instagram, LinkedIn, Indeed, and ZipRecruiter. Recruiters should also be available to talk by a wide range of methods throughout the entire process, including by phone call, text message, email, and in-person.  

 

Gen-Z drivers are more likely to be attracted to carriers advertising the newest technologies, making investing in advanced safety features, digital freight matching, and route optimization software a smart decision in the long run. Besides the innate benefits of technology, Gen-Z drivers will be comfortable using these services and will gravitate towards fleets that prioritize innovation and efficiency. 

 

Emphasize Education and Training 

Gen-Z drivers strongly value opportunities for growth and development, making it important to offer options to further your driver’s education and training.  

 

Promote professional growth by offering career pathways and clearly outlining career progression within the company. Emphasize how even the newest recruits can move from entry-level positions to more specialized roles to foster a healthy sense of competition and hard work.  

 

Gen-Z drivers will also appreciate the chance to develop new skills through continuous learning programs such as industry certifications, workshops, and mentorship opportunities.  

 

Tuition reimbursement for the costs of CDL school is another benefit that is likely to attract younger drivers. Whether done in full, partially, or incrementally over time, tuition reimbursement has been proven to increase driver retention rates and underscore an employer’s commitment to investing in their drivers’ education.  

 

Authenticity Counts  

Often considered a more cynical generation than any before, authenticity is essential in recruiting and retaining Gen-Z drivers.  

 

They know that job postings are available for any qualified candidate, but they still want to feel like the messaging is sincere and targeted. This can be where the importance of brand advertising and a clear brand identity comes to play. By creating a distinct voice and “driver-centric” perspective for your company, you are more likely to connect with all candidates, including those who aren’t even actively seeking a new job.  

 

From frequent posts on social media to highlight company culture to offering competitive pay and benefits, there are many ways to prove your company as a driver-centric organization that values individual feedback and prioritizes the well-being and growth of its drivers.  

 

Driver engagement surveys and one-on-one meetings are valuable methods to garner real feedback and assess overall driver satisfaction rates. However, like any feedback method, actual changes must take place based on driver input, or they will feel inauthentic and disingenuous.  

 

A Sense of Responsibility  

Gen-Z is also known as the generation that most values a sense of responsibility and giving back. Whether it’s concerning the environment or combating workplace inequalities, Gen-Z drivers are more likely to work for and remain at companies that demonstrate a commitment to these issues as well.  

 

Embracing modern modes of sustainable transportation such as electric vehicles and fleet management software won’t just save your carrier more money and time overall, it will also attract forward-thinking drivers who want to be a part of the future of the transportation industry.  

 

Gen-Z drivers also value an emphasis on equality and the inclusion of underrepresented communities in the industry. Consider promoting safety training and support systems for female drivers, while encouraging recruiters to diversify their candidate selection pools and implementing inclusive policies that cater to diverse backgrounds and perspectives. 

 

 

For more advice on updating your recruiting methods and increasing driver retention rates, be sure to follow us on social media and check out the rest of our Employer Blog posts.