A Recruiting/Training, Retention, Utilization Problem
Today’s compliance and cost challenges will eventually force trucking executives to meet the need for professional, qualified and safe drivers. Trucking executives must be proactive to meet their demand for drivers by improving the recruiting, orienting, and retaining the best available drivers, and provide expectations for the articulated results.
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Do you know what it costs your fleet each time you replace a driver? Turnover is defined as the replacement of the driver, not the termination or leaving of the driver's choice.
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Overall Driver Effectiveness To download the full white paper, email today.
A sound measurement framework is something every successful fleet operation would like to have. Yet today, most measurement systems focus on asset utilization effectiveness or production as measurement of revenue per mile. Most fleets measure time and mileage carefully, but beyond that, few have a method of understanding the effective use of their workforce.
RETENTION
How do you keep your dreams and ambitions for your company from falling victim to a driver shortage, when it returns? This expose presents strategies that have helped motor carriers cut their turnover by as much as 50 percent. Some have even gone from having tractors parked against the fence to putting prospective drivers on a waiting list. None of the ideas presented here are high cost or “pie in the sky.” The key is to understand that everything you do sends either a positive or negative message to your drivers.
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Creating a driver-focused company requires five essential elements: committing to a corporate vision; achieving synchronization between departments; excelling at core functions such as securing, scheduling and assigning loads, resolving shipper problems and responding to emergencies; measuring your company’s performance; and developing knowledge of and empathy for drivers.
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By making all levels of the organization responsible and accountable for Driver Retention, credibility of fleet dispatchers, operations managers at all levels, and admins must necessarily improve. The driver is not a necessary evil, he is the catalyst that provides the income and profit for the company. If the driver fails, management and leadership has failed by not recognizing, precluding, and solving the problems of turnover.
Effective communication and results driven Key Performance Indicators measuring management’s effectiveness for Driver Retention should be an integral part of job descriptions and incentive programs. |
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