Opinion: Drivers Wanted, But What Do They Want?

This Opinion piece appears in the April 4 print edition of Transport Topics. Click here to subscribe today.

By Jeff Baer

CEO

LinkeDrive

The people who constitute the trucking industry are among the best examples of the American work ethic — they come to work every day focused on being a driver for the North American economy. Meeting them has been one of the great joys I’ve experienced while traveling across the United States.

Trucking is vital to economic growth and the pursuit of happiness, and while truckers themselves play the most critical role in this industry, it is their very happiness that often is overlooked. They keep on truckin’ — rain or snow, across mountain passes and into city ports — but now they are in short supply. Regardless of how plentiful the supply of fuel, freight, tractors or trailers, without drivers, somebody better call Houston because, “We’ve got a problem.” Without drivers, trucking stops.

If the current labor trend holds, the shortage may balloon to almost 175,000 positions by 2024, according to American Trucking Associations’ most recent report. Compounding the problem, motor carriers are struggling to find qualified drivers, making the shortage “feel” much worse than the numbers cited.

Despite being short of drivers, carriers must be highly selective in hiring because safety and professionalism are high priorities. ATA Chief Economist Bob Costello recently said: “Fleets consistently report receiving applications for open positions, but many of those candidates do not meet the criteria to be hired. According to our research, 88% of carriers said most applicants are not qualified.” Part of the problem, the report said, is the job’s very accurate reputation for long hours and weeks away from home. ATA believes the remedy to this shortage is higher wages, more time at home and better overall treatment.

Okay, I buy that — kind of.

While all these things might be well-received (I mean, have you ever said “no” to more money?), I don’t believe they are going to create the necessary tipping point to this conundrum. The truckers I talk to feel like no one is actually asking them what it is they want.

More frequently than not, the answer I hear is that they don’t want just to be paid the same as everyone else, they believe in a key tenet of the American work ethic. They want to be the best at what they do, and they want to be appropriately compensated for it. Drivers of all ages tell us they want respect, recognition, responsibility and a reward for good work. Isn’t that what American capitalism is all about?

Many forward-thinking fleets have implemented pay-for- performance plans that tightly tie drivers to the broader company objectives and allow them to play an even more critical role by adapting driving behavior to meet a predetermined set of goals related to driving efficiency. These plans seem to be resonating, as many of these companies are beginning to see improvements in turnover and retention since implementing them.

To track performance against these objectives, many of these companies are deploying new online applications that turn the journey toward achieving them into a game. Through the use of these real-time, interactive gauges and leaderboards, drivers are challenged to become the best and given tangible proof of the link between their driving behavior and the company’s profitability. In short, they have created an environment where everybody wins.

Drivers win, because they can fully demonstrate the pride they have in their craft and their pursuit of excellence. Additionally, they feel more empowered by the companies they work for that, in implementing these programs and technologies, are making a bold statement about where they believe the most profit-determining decisions are made — inside the cab.

Fleet owners also win because they have just empowered and incentivized their greatest resources to do their jobs as efficiently and profitably as possible. The result: an engaged workforce and a bolstered bottom line.

The American truck driver is the past, present, and future keystone of the industry, and the backbone of our economy. Trucking companies should take great pride in the relationships their drivers have built with shippers and other drivers. By coaching drivers with real-time, interactive gauges, drivers are challenged to become the best in their company. When our drivers get fair bonuses clearly earned with great performance, they stay with their company longer, feeling valued and more satisfied.

Forget the incremental raise and the false promises; perhaps what we really need to do is change the game. It may just improve job satisfaction, driver retention and profitability in the process. Maybe all we need to give drivers is the chance to be the best, the tools to constantly improve and, of course, a piece of the pie.

Isn’t that all the American worker wants anyway?

Baer is the founder of Boston-based LinkeDrive Inc. The company’s integrated, cloud-based platform and PedalCoach mobile application help increase fuel efficiency, safety and driver retention rates for the transportation industry.