Are you keeping your fleet drivers happy?

Recruitment and retention tend to be major issues for most companies. The better you do at retention, the less you have to do recruitment. This is a particular consideration when you’re recruiting for shortage occupations. With that in mind, here are some tips on how to keep your fleet drivers happy. 

Communicate

As the old saying goes, “we have two ears and one mouth, it’s wise to think about this”. In other words, you need to be prepared to listen to your drivers as well as talk to them. The words “listen” and “talk” should be taken literally as far as reasonably possible. In fact, ideally, conversations should be conducted face-to-face as often as practical. 

Old-fashioned conversations (even remote ones) can be supplemented with other forms of communication. Again, these need to work both ways. Given that drivers are busy, it may be most convenient for them to give regular feedback through polls and surveys. Likewise, companies should try to convey information in ways that are easy to grasp, e.g. infographics. 

Whenever possible, consult drivers regarding any operational changes. If feedback is negative, don’t take it personally but do take it seriously. It’s fair enough to ask drivers to try out a change, but if feedback remains negative, you may need to reverse it. Obviously, this cannot apply when changes are mandated by law. If this is the case, however, you need to explain the situation clearly. 

Show appreciation 

This is really a specific form of communication. It is, however, important enough to be worth mentioning on its own. Walker Movements, specialists in second-hand trucks suggest employers should try to make sure to reward positive behaviours. Remember that rewards don’t have to be big to be effective. They do, however, need to be meaningful to the individual. 

For example, some employees might love a “shoutout” for what they’ve achieved. Others, however, might absolutely hate being called out in public, even in a positive way. Managers need to be on-the-ball enough to know what works for each employee. 

You might also want to consider introducing a points-based rewards system to encourage consistent, long-term good behaviour. For example, you could award points for punctuality and safety. Drivers could build them up to claim their choice of rewards. 

Invest in your staff 

In simple terms, do whatever you can to make each driver’s working life safer, simpler and smoother. Be prepared to spend money on assistive technology to make it easier for drivers to see, and hence avoid, hazards. This can really help to lower their stress levels.

Try to minimize the amount of administration they have to handle. Make unavoidable tasks as easy as possible. For example, give drivers trucking-specific GPS systems and fuel cards. Don’t try to force them to memorize processes, even straightforward ones. Give them checklists instead. 

Help them to develop themselves personally and/or professionally. Acknowledge the fact that they may not want, or be able, to work as drivers all their lives. Even if they do, they may still benefit from the mental stimulation of continuous learning. See what you can do to facilitate this. You may end up losing them but they may recommend you to another driver.