Pay is a major factor in driver turnover, but not the only one. Detention at shipper docks was cited several times in an online discussion of driver detention on the LinkedIn social media Web site. So was keeping promises to new drivers.
“So many drivers are promised the moon,” a supply chain sales executive wrote in response to a question from The Journal of Commerce — what can be done to reduce driver turnover at truckload carriers? “We’ll get you home every week, we don’t deadhead more than 100 miles, etc. Operations can never demand respect when they don’t offer respect to the drivers,” he said.
“This problem will be continual until drivers are actually compensated for all of their work as opposed to only the miles they drive,” said a transportation manager in California. “Look at local carriers who pay their drivers hourly. I run an operation like this … and when you look at our average time with the company per employee, over 80 percent of my drivers have more than five years,” he said.
“Quit treating the drivers like crap,” the owner of one freight company said. “Quit making unrealistic demands on your delivery times. How many times has a driver just driven 10 hours and then has to sort and segregate 20 pallets into 60 or 70 pallets?”
But the pay issue is unavoidable. “Pay above the industry average,” one trucking executive suggested. “That is what we do, and we have zero turnover.”
“We demand safe and legal operation as an industry, yet drivers make a wage comparable to McDonalds,” the supply chain sales executive wrote. “The grass is always greener when you have 70 hours a week to think about it.”
The discussion is open to members of LinkedIn’s Truckload, Trucking, Logistics, Supply Chain, 3PL, Distribution Group at www.linkedin.com.