Attracting and Retaining Truck Drivers Amid Labour Shortages

Commercial fleets require a workforce of loyal, qualified drivers to succeed. However, significant driver shortages in the trucking industry have made workforce stability difficult. According to professional services firm PwC, the sector is short approximately 20,000 drivers, which may soon grow to 30,000 as more drivers reach retirement age. Indeed, the average truck driver age has increased from 44 to 49, according to Trucking HR Canada.

Unless organizations take steps to attract and retain talented workers, labour shortages could contribute to operational delays and other business concerns. Worse still, if organizations have to lower their driving applicant standards to fill open positions, the likelihood of accidents could increase, threatening workers and public safety.

With this in mind, employers must scrutinize ways to boost attraction and retention efforts. Consider the following strategies:

• Leverage social media. According to the International Road Transport Union, only 12% of the trucking driver workforce is under 25, and just 6% are women. Savvy organizations will take steps to reach these underrepresented groups; one way to do this is through social media. Specifically, social media posts can bring awareness of the trucking industry to the younger generation, particularly women, with targeted content that dispels trucking misconceptions and improves the industry’s image.
• Improve recruitment programs. Aside from social media, organizations must consider a range of methods for reaching their desired audience. For instance, organizations could proactively reach out to trucking schools, attend job fairs and consider establishing relationships with schools to expose students to the trucking profession before they make their career choices. Additionally, employers could offer current employees a financial incentive if they refer suitable candidates.
• Address work-life balance. Commercial drivers often operate over long hours without breaks and are frequently away from home, which can make open positions unappealing to candidates. Where possible, organizations should adapt driver schedules to meet staff preferences and consider a bonus system for those who work outside their preferred working patterns. Additionally, fleet managers could weigh the merits of relay models—where one driver hands off a truck or trailer to another driver at a rest stop—to reduce working hours and facilitate the possibility of regional working.
• Address company culture. Truck driving can be isolating and lonely. As such, organizations could arrange recreational activities and team outings to connect drivers and enable communication. Moreover, organizations should make it easy for drivers to give feedback on driving conditions, facilitating continual improvement.

Although labour shortages continue to hamper the industry, targeted efforts to attract candidates—particularly underrepresented groups—alongside working condition improvements can help organizations improve their resilience in 2024.

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