Apr 1, 2008 12:00 PM

Once Quality drivers are hired, the trick is to retain them. “Nothing is more impractical than hiring drivers and wondering if they are going to stay with you,” say Donald Asa and Dr. Walter Lierman, co-authors of the book, Economics and Safety for the Trucking Industry. “But you can be certain that they will be looking for somewhere better to go, unless you focus on delivering the message that the driver is an asset to the company.”

The book puts forward solutions and guidelines for not only retaining drivers but for developing them.

Lierman and Asa suggest doing some simple, low-cost things to make drivers feel good about themselves and being a part of a company, which in turns helps to increase driver retention.

“When was the last time a manager in your organization went up to a driver, patted him on the back, and said: ‘Hey, I just wanted to tell you that you're doing a great job’?” asks Asa. “Drivers love to have something to brag about to their families or fellow drivers. Give them something to boast about by letting them know that you notice that they're doing a good job.

“We all appreciate instant gratification,” Lierman adds.

Another way of appreciating drivers, he says, is to catch them doing something that benefits the company, such as keeping their trucks in pristine condition. “Go up to the driver, hand him money or a gift certificate for a nice dinner, and tell him: ‘Your truck looks great. This is a token of the company's appreciation for taking the time and effort to make your truck a positive representation of our company.’ ”

“In these instances, it doesn't mater if the driver had a fender bender or a log violation that precluded him from earning an annual safety award,” says Lierman. “You noticed he was doing a good job in a certain area of his job and you rewarded him for it.”

Negative feelings

Smaller gifts provide an effective incentive to keep a driver from getting discouraged, Asa says. This is particularly the case in many larger fleets where it is easier for a driver to feel unappreciated or unnoticed.

Many drivers are constantly worried about who is looking over their shoulder, critiquing and criticizing their performance, he notes. Companies are using computers, GPS systems, and dispatch systems to monitor driver activity. Typically, the only time a driver is called into a manager's office is to issue a reprimand.

“Before long, a driver will come to expect criticism whenever he is called into a manager's office,” Asa says. “The driver's automatic response is: ‘What did I do now?’ It's a negative feeling that drivers carry with them, and soon this negativity can manifest itself in the approach drivers take to their jobs.”

A negative feeling also can cause drivers to not feel comfortable around management, adds Lierman. The upshot of this is drivers may feel reluctant to approach managers when they need information on how to do something. “This is a counter-productive situation, because managers should be resources to facilitate communication, not to shut it down.”

Fostering a positive atmosphere in a company and between drivers and the safety department may bring in new drivers.

“Suppose your driver is out on the road stopped for lunch and is talking to another driver,” Asa says. “This other driver is complaining that his safety supervisor is always yelling at drivers and pointing out their faults. Your driver encourages him to check out your company, because the safety department values its drivers, makes them feel like part of the team, and notices the good job that they do.”

Positive reinforcement

In the ever-increasing pace of business, companies often tend to not think about their drivers or notice their efforts. A positive comment here and there can go a long way to increasing the performance of your drivers, say Asa and Lierman. In addition, it saves the company money on turnover costs.

They note that it won't cost a company much to foster goodwill.

“Criteria can be created for smaller driver recognitions,” says Asa. “For example, offer weekly or monthly gifts to drivers for various good-job reasons. This could be giving a T-shirt to the driver who gets positive customer feedback or giving a gift certificate to a driver who went out of his way to help another driver.”

“Whatever you decide to do will pay dividends back to the company, Lierman concludes. “Your drivers will respect you, they will value your opinion, and they will use you more as a resource.”

Reasons for staying

Greatwide Dedicated Transport has named Mark Gill of Newark, California, its Company Driver of the Year. He has been with the company, the largest of four business units within Greatwide Logistics Services, for 18 years.

Gil says he has remained at the Greatwide for three main reasons:

• The unique attitude of top management toward the drivers and their value to the company. “Most other companies throw away their drivers like they are disposable commodities.”

• Top management institutes programs for safety and rewards good practices.

• The company shows interest in the personal lives of the drivers and their families.