 Aug. 27, 2021 | Today's news and insights for transport leaders Note from the editor Recruitment professionals are busy, but not all of them are going after only new drivers.
One trucking official told me their fleet has focused on bringing back drivers who left amicably. Returning drivers require less training and onboarding, as they already know the ways of the company. And the fleet is already familiar with the ways of the driver.
What compels drivers to return to employers they chose to leave? While higher wages and monstrous bonuses certainly make a fleet more attractive, pay isn't the only thing that builds loyalty and good will. Is the equipment modern and comfortable? Do lanes give drivers enough home time? Does the work environment foster inclusivity and belonging?
Today's newsletter takes a look at tactics outside of pay that help companies across industries become places where employees want to start working, keep working and even return to.
Take care,
 S.L. Fuller
Editor, Transport Dive
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Roehl Transport touts that 60% of its drivers are getting home by the week's end, a benefit to recruitment and retention — and revenue. |
One Daseke company lets drivers be part of the truck-selection process — a unique approach to recruitment and retention that works, the COO said. |
After conducting a study with WorkHound, USA Truck said it knew why 75% of its turnover was occurring. |
Employees are 50% less likely to leave when employers have a strong allyship and inclusion culture in place. |
Column What can fleets do to retain drivers when they need them the most? |
Column Talent retention has become a marker of a company's health, and a priority for finance chiefs, as turnover is more costly. | From Our Library
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