Editorial: Still Battling Driver Turnover

Throughout the busy first quarter of trucking industry conferences and trade shows, we were continually impressed with the attempts by fleets and industry suppliers to enhance the quality of life of today’s truck drivers.

We’ve tried out comfortable seats and roomy sleeper berths and had the chance to view a range of in-cab “infotainment” options, including satellite television.

Likewise, the dizzying pace of technological advances and collaboration is allowing the industry to operate more efficiently and safely than ever before, providing company drivers and owner-operators alike the chance to maximize their earnings.

Fleets of all sizes are raising pay, offering bonuses and guaranteeing home time. Additionally, more carriers are providing more tailored wellness programs, and everyone from truck stops to repair shops is seeking to play a role in making drivers feel more appreciated while on the road.

Despite all of this, it appears the industry still has an awfully long way to go to gain traction in retention and recruiting.

Fleet executives and stock analysts said during the winter that the driver shortage will take years to solve.

Earlier this month, American Trucking Associations reported that truckload driver turnover in the fourth quarter was about 96% for small and large truckload carriers.

The final three months of 2014 marked the third straight period when turnover was within percentage points of 95% for both groups.

ATA Chief Economist Bob Costello said the current shortage is 35,000 to 40,000 drivers — a level that will expand as freight demand grows and older drivers retire.

This is a very complicated issue. In a recent investors note, an analyst cited 15 steps fleets have attempted to improve retention — many listed above — yet there is little success so far.

Several consultants recently gave us some advice on ways to alleviate the problem.

One said training schools and fleet managers should help new drivers ease into the new lifestyle.

Another suggested the importance of matching drivers’ expectations to the reality of wages and working conditions, particularly in the first 90 days.

Separately, a recent survey found fleets that assigned each dispatcher a large number of drivers had more turnover than those whose managers supervised fewer truckers.

There is no single, omnipotent solution here, but if higher pay and more lifestyle comforts are failing to eat into the turnover or shortage figures, such steps likely will need to be considered.