The trucking industry has long experienced a shortage of qualified drivers. The most significant factor contributing to the shortage is a trend referred to as job-hopping, also known as "churning." High rates of turnover in the industry account for as much as 80 percent of the demand for commercial operators. Retaining qualified drivers translates into two positives for the carrier: reduced expenses and reduced accidents. The Federal Motor Carrier Safety Administration (FMCSA) conducted a study quantifying a relationship between a driver's annual job change rate and the number of crashes in which that driver was involved. Results showed that a driver with two or more different job changes had a higher risk of being involved in an accident than a driver with a more stable employment history. The FMCSA’s study looked at why drivers change jobs, and how the trend might be reduced through strategies other than an increase in driver compensation. The study highlighted six key areas outlined below.

Selection and Hiring

The relationship between a driver’s annual job change rate and accident involvement should be considered during the hiring process. Give special scrutiny to a driver whose employment history indicates a high job change rate. Take care to avoid hiring unqualified drivers.

Driver Training Procedures

A comprehensive training program can convey a message that the company cares about its drivers and wants them to succeed. The most effective programs not only address technical and safety requirements, but also devote attention to lifestyle issues and to the personal challenges truckers face in their profession. Good training allows the company to see gains in safety and productivity, and also helps drivers feel more committed to the company.

The most progressive training programs offer drivers the potential for advancement to other positions in the company. If drivers receive training that allows them to advance in a company, they are less likely to change jobs.

Dispatcher Operations

Available research indicates that the behaviors of dispatchers are a key influence on a driver's satisfaction and likelihood of remaining with a particular carrier. Studies suggest dispatcher responsiveness is important for reducing driver turnover. In addition, carriers should reevaluate the number of drivers that can be managed effectively by a single dispatcher.
70-515(W) - Commercial Motor Vehicle Driver Retention and Safety 10/05

Working Conditions

Long and irregular hours, poor living conditions on the road, and large amounts of time away from home create difficult conditions for long-haul operators. These conditions are exacerbated by poor treatment from shippers, receivers, and drivers’ own company personnel.
Scheduling pressures can also contribute to poor working conditions. Modest reductions in transit times may be achieved through company-provided conveniences such as electronic toll passes.
Working conditions can further be improved by larger and more comfortable sleeper berths, and by more and better rest areas with capacity to safely park tractor-trailers.

Safety-Related Rewards and Incentives

Carrier safety programs vary company to company, and might include incentives in the form of monetary rewards, bonuses, gifts, discounts, or recognition programs. Elements often found in effective truck driver incentive programs:

Managerial commitment
Rewarding the bottom line
Progressive safety credits
Simple rules
Perceived equity and attainability
Short incubation period
Stimulating peer pressure towards safe conduct
Family involvement
Employee participation in program design
Rewarding multiple levels of the organization
Supplementing rewards with safety training

Many safety-related incentive programs include recognition for passing certain milestones for accident free miles driven. An excellent incentive program is one that offers progressively increasing safety bonuses for longer periods of crash-free operation. Such a program gives drivers a reason for staying with their current employers rather than moving to another place of work.

Companies surveyed reported that after initiating safety incentive programs, their incidence of insurance claims, workers' compensation claims, and crashes were reduced up to 65 percent.

Improving Perceptions of the Profession

Studies suggest that drivers attain satisfaction from a sense of achievement and recognition. In the long run, improving public perception of the profession may help gradually increase driver retention. Improved perceptions of the profession depend not only on the public, but also on the attitudes of the drivers themselves. Carriers can foster good driver attitude by:

limiting office turnover
pursuing driver-friendly freight practices such as those that reduce loading and unloading requirements for drivers
ensuring management staff is accessible to address driver grievances
developing nonpay incentives
providing training and orientation programs that focus on "30 days at a time" for each new hire

70-515(W) - Commercial Motor Vehicle Driver Retention and Safety 10/05
While highway safety ultimately comes down to situations and actions on the road, trucking companies have the potential to significantly improve driver retention and safety through specific changes in their selection, hiring, training, and safety practices.
For more information: he content of this article has been taken in large part from information published by the Federal Motor Carrier Safety Administration. For more information on a range of issues affecting motor carrier safety and security, go to the FMCSA Web site: fmcsa.dot.gov

Source: Sentry Insurance