Finding truckers – and keeping them – are two of the biggest problems facing trucking and logistics companies in the United States. The American Trucking Association projects a shortage of 111,000 drivers by 2014. In addition, one in six long-haul truckers will retire during that period, taking another 219,000 drivers off the road.
At the same time, freight volumes are expected to grow to $30 trillion by 2020, more than three times the $9 trillion in materials transported in 1998. That growth in volume means truck miles are projected to nearly double, according to the Federal Highway Administration. With trucking demand projected to exceed capacity over the next 15 years, and with the price of fuel continuing to rise and further divert resources, the problem could get worse before it gets better.
Trucking companies and logistics providers nationwide have been scratching their heads over how to attract and retain enough qualified drivers to offset an aging workforce and high turnover. Accustomed to recruiting its drivers from middle-class America, companies now must try to attract prospects from new sources, such as minorities and Generation Y. Companies advertise openings in Spanish-language newspapers, for example, to appeal to drivers within Hispanic communities, and often talk to high-school students about the freedom of the road by setting up booths at job fairs.
To attract new drivers, companies can achieve results by advertising in non-English publications to reach candidates from non-traditional labor pools. At Evans, we ran ads in Russian to reach the large Russian immigrant community in Southeast Michigan. We are now exploring advertising to other ethnic communities in the region, including the large Arabic and Eastern European populations.
Companies must understand that attracting drivers is only half the equation; keeping them happy and loyal is the other half. To balance these equal imperatives, a combination of tactics can be used to retain the drivers you have and recruit new ones for the future. Many practices are the result of fresh thinking that finds new ways to address these challenges.
For example, one way to keep drivers happy is to cultivate personal connections with them; show them you care and give them opportunities to raise questions and resolve issues.
To this end, consider appointing a driver liaison who regularly calls drivers while they’re on the road. Ask how they’re doing, whether they’re having any problems, and simply give them an opportunity to talk. A friendly voice reaching out to proactively identify and resolve problems is a human touch that builds loyalty among drivers and gives them an additional reason to stay, rather than going somewhere else for a few more pennies per hour/mile.
Another draw for drivers can be the opportunity to become owner-operators. In early 2005 we launched a program to convert company drivers to owner-operators through a company-sponsored financing program. About a dozen drivers have been converted to owner-operators. Our goal for 2006 is 20 new owner-operators, with 10 more conversions planned for next year.
The key message for every company is to realize the importance of innovation and fresh thinking about solving driver-shortage issues. The same old tactics are not going to work. As an industry, we must make a concerted effort to educate the market about existing opportunities and creatively develop new opportunities. It’s up to us to recruit and retain the talent we need to meet the increased demands over the next 15 years.