Tag Archive for: Cut Costs

5 Intangible Must Haves that Truckers Crave in the Job Market

Wow! Dan Baker, what an insightful thinker!

We can’t stop talking about the inspiring webinar this week featuring Dan Baker, so we decided to blog about it.

His wisdom and knowledge and overall-attitude about truck drivers are downright infectious! (Bad choice of words during a pandemic?)

The trucking industry moves fast. If you’ve never seen the inside of an operations department, you may not realize the stress and anxiety that exists. One might compare the energy level to the trading floor of the stock exchange, or the stress of air traffic control.

All of this with a solitary purpose, deliver consumer goods on time.

What is a Cultural Relationship?


Research states that employee satisfaction is one of the most important factors in retention. One employee’s attitude can change the feeling of an entire workspace, either positively or negatively.

Bright HR introduces the concept of a psychological contract between employers and employees. The idea states that employers have an obligation to recognize the mental state of their employees and identify potential issues that may arise.

A company’s culture has become a prevalent topic in the working world. Leadership is focused on creating solid cultural relationships between employees.

Employee dissatisfaction leads to a higher turnover. High turnover leads to lower profitability.

The cost of replacing an employee can be thousands of dollars, depending on their position. Creating a workspace where employees feel respected and valued can support one of the best cost-cutting tools; retention.

Why is it important?


Turnover is an ever-present pain point, especially in the trucking industry where average driver turnover hovers north of 90%. The current driver shortage means there are many options for most drivers to easily find another trucking job.

Most of the time, it’s not about the equipment. Or the sign-on bonus. Or the size of the fleet.  While those are factors in the decision-making process, there are other, non-tangible perks that truck drivers are looking for.

With that in mind, employers are focusing on how to make their company the place drivers want to be.

5 Intangibles Truck Drivers Crave


Honesty

From day one, truck drivers just want to hear the truth. Recruiting, especially in transportation, has become a sales position.

Recruiters are trained in sales tactics. They are instructed to ask open-ended questions to identify value points. Then use those value points to entice the drivers. Sometimes, this can feel like a sales pitch to the driver instead of the beginning of a working relationship.

From the moment a driver posts a resume on a job board, their phone starts ringing nonstop. It is easy to get overwhelmed with all the interviews, emails, and screening they have to participate in.

Remove the vail of the sales pitch. Be honest. If you value that driver, tell them.

Communication

After they are employed, you must be able to carry that through to the operations side. One of the most frustrating things for an employee is lack of communication.

Imagine what it’s like to be sitting in a tractor-trailer, waiting for an assignment. Being told, “I’m working on something for you.” Only to wait hours and hours to be dispatched with absolutely no idea when they might get to start rolling.

That driver, or any employee for that matter, would much rather hear, “I won’t have an assignment for you for another 3 hours.”

They may not be happy about the situation, but setting the expectation is always better than leaving your driver hanging.

Respect

Truck drivers are the ultimate boots on the ground, front-line, in-the-know resources of the industry. And they deserve to be treated as such.

Even though they are not sitting in a cubicle at the terminal every day, they are still just as much a part of the workforce. Dispatchers, safety officers, managers, executives, truck drivers, and everyone in between should see themselves as coworkers.

This is where your company culture determines your employees’ cultural relationship. Do they see themselves as a team with a common goal? Or is it every man for himself?

To create a positive experience for everyone involved, focus on enhancing that relationship. Explore training options to encourage a workforce that shows respect to each other.

Fast Orientation

Since turnover is so high in the trucking industry, drivers can move companies often. They have been involved in every type of orientation available. And most of the time, they flat out don’t want to be there.

They’ve heard the presentations, they’ve filled out the paperwork, they’ve taken tests repeatedly.

With the latest technological advances, the practice of in-person orientation has become all but obsolete. Infinit-I Workforce Solutions allows trucking companies to virtually conduct online orientation from the comfort of their own home.

Orientation begins immediately after a job offer is made. The short, Netflix style videos or new hire paperwork get sent directly to your new driver’s computer, tablet, or smartphone. They can participate in all your regular “class-room style” orientation activities before they even arrive at the terminal.

Truck drivers just want to get on the road. For some, sitting through 3+ days of repetitive orientation is an eternity. We can change that.

To drive

Enough said.

Empty asphalt road in summer.


As previously mentioned, Dan Baker is an expert at creating positive and encouraging cultural relationships, specifically in the trucking industry. His Cultural Relationship Program was born of a need for connection and change.

One thing has become palpably apparent during the national emergencies recently: truck drivers are essential. And they should be treated that way. A strong cultural relationship is mutually beneficial for everyone from the front lines all the way up the ladder.

The Dan Baker Cultural Relationship Program will help you evaluate your business structure and allow you to eliminate weak points and solidify your strengths.

Click here for more information.

Additional Resources:


Why You Should Be Focused on Your Employee’s Cultural Relationships Now More Than Ever

Why your Safety Culture will Die without Buy-In. And how to get it.

HOT HOT HOT! Sunshine Threatens Truckers. Here’s What Your Fleet Needs to Know

Logistics Layoffs; How the Industry is Shifting

The Coronavirus pandemic has had a larger impact economically than medically in the United States so far. Since December of 2019, nearly 1.4 Million additional workers have filed for unemployment. The total number of unemployment claims rose to 7.1 million as of the close of March 2020.

Comparatively, as of late April 2020, there have been 820,000 confirmed cases of Coronavirus in the United States. This means that 60% more people have been laid off than have tested positive for the virus.

Why is this happening?

While social distancing has been successful in slowing the spread of Coronavirus, the country’s economic growth has also drastically slowed. U.S. citizens have been encouraged, and sometimes mandated, to stay in their homes and away from others. The necessary steps we have taken to contain the virus have had a severe impact that would have been difficult to predict.

To maintain balance, the response has been cutting expenses. Layoffs and furloughs work by the same principles of supply and demand. While management typically does not look forward to reducing its headcount, it is sometimes the only option to maintain the health of the business in the future.

Why does a company lay off employees?

Restaurants, retail stores, entertainment arenas, and more have been ordered to reduce operations or close completely. These companies work diligently to maintain a balance between their number of customers versus the number of employees.

The companies who perfect this practice gain a competitive advantage because they are properly servicing their customers with an efficient number of workers. Without customers, these businesses cannot afford to keep their employees on the payroll.

Due to the pandemic, customers are forced to stay home, and little revenue is coming into the companies. It is not essential to retain the current number of employees. To focus on long term goals, companies have had no choice but to make serious adjustments to their current procedures. A major way to reduce operating costs is to layoff, furlough, or terminate current employees.

Layoff vs. furlough

Reducing headcount is the short-term solution to a long-term plan for the business. It allows the company to prepare for recovery instead of upsetting the balance between customers and employees.

·        Layoff – a discharge of a worker or workers. 

Layoffs are sometimes necessary to preserve future performance. If you have been laid off recently, it does not necessarily mean you were bad at your job.

Companies resort to layoffs to permanently reduce their workforce. The frequency of layoffs increases when operating costs get too high, during economic recessions or, in this case, national emergencies.

 

·        Furlough – a layoff, especially a temporary one, from a place of employment

If you have been furloughed, it usually means you are temporarily off work until your company starts to bounce back. Furloughs are a short-term solution for the company so they can recover from losses. It works by eliminating payroll costs but keeping the employee “on the books.” Furloughed employees are usually asked to come back to work as soon as the balance is restored.

 

Professional Driver Job Market

Auto-haulers have seen a massive decline in available jobs because the balance has been upset. Most car manufacturers have reduced their headcount and consumers are not buying cards during the pandemic.

Self-isolation has caused several commuter drivers to drastically reduce the amount of road time they experience each week. Since thousands of people are working from home or have been laid off, the demand for diesel fuel and gasoline has drastically faltered.

Oilfield services are experiencing historically low oil prices, resulting in surplus inventories and decreased production. Thousands of people have been left without work. Many of these workers and contractors have CDLs and are looking to transition into other sectors.

Reduced fuel consumption makes fewer jobs available since there is a decreased need. This also drives the price lower. Gas haulers are taking a hard hit for the time being. As the economy normalizes, however, the need for fuel should return to normal.

A decreased number of commuters combined with social distancing regulations has forced many truck stops to lay off their employees. Truck drivers are feeling the brunt of this as well. They are no longer able to eat at the dine-in restaurants or use the driver’s lounge at truck stops. The effect is far more widespread than could have been predicted.

What now?

Trucking is its own beast. Once you are in it, you are in it for life. Whether you’re a professional driver, dispatcher, planner, etc. you will most likely stay within the industry. But that doesn’t mean there are no options after you’re laid off.

The success of a trucking company is very much dependent on their capacity and the amount of freight available to move. Certain sectors, such as food and pharmaceuticals, have seen success throughout the pandemic because the demand has increased.  Freight activity and rates are quickly dropping in all sectors.

But there is hope. The internet holds unlimited amounts of information about different sectors of the trucking industry. An auto-hauler may be out of work now but could research the basics of running reefer. If your mileage has been limited due to the pandemic, use this time to try out another specialty that is booming.

The future of trucking

DMVs have shut down, new CDL holders have not been able to enter the market. When the economy returns to normal, we will see a higher demand for truck drivers. However, after several months without issuing new licenses, it will be the responsibility of current CDL holders to take on the extra work.

Current CDL holders are not able to renew expired licenses. The emergency waiver issued by the FMCSA allows those with expired licenses some relief until the end of the declaration.

Trucking companies rely on technology to make their operations as efficient as possible. You will begin seeing more companies offering remote online orientation because it greatly increases the efficiency of traditional orientation.

And truck drivers love it! New recruits will no longer have to attend a 3-day, in-class orientation before being assigned a truck. They watch presentations, safety videos, and test out from the comfort of their own home.

This convenience allows drivers to spend more time with their families while completing orientation assignments on their smartphone or computer.

Look Forward to Recovery

The economic impact of the Coronavirus has been widespread to an extent no one predicted. Eventually we will start to recover, but the trucking industry will forever be changed. To begin the path to recovery, today’s industry leaders are preparing by:

  • – Streamlining communication
  • – Harnessing technology to provide training
  • – Preparing for all potential challenges
  • – Documenting everything

Companies and drivers that can adapt and overcome to the new way of business will achieve success, just as they have before.

The financial effect of the Coronavirus pandemic has been widespread among the citizens and businesses of the United States. As many people are being temporarily laid off, the economy has taken a swift downturn. Most people are only purchasing essentials.

Many businesses have been forced to close their doors because of the loss of revenue. Some may be closed for good.

Are you covered?

Let’s take a look at how the trucking industry will be affected by insurance costs after the national emergency.

Trucking companies may resort to cutting costs to recover from the economic slowdown we have experienced over the last several months. They must be careful, however, as some cost cutting measures could lead to diminished safety for their drivers. Decreasing staff could mean that drivers will have to run longer hours, leading to frequent driver fatigue.

It will also put more wear and tear on the trucks and trailers. There might even be delays in installing safety technologies like in-cab cameras or online training. These situations bring about increased claim activity.

How does that affect your company?

Insurance companies have to maintain a delicate balance between inflow of premiums and what claims they can afford to pay out. Just like in the trucking industry, if that balance is interrupted, the company has to adapt to stay afloat.

Insurance companies will experience changes in their loss ratio, which means will be paying out more than usual in relation to the premiums they receive. Those covered might see an increase in premiums and renewal costs as insurance companies try to recover from the additional losses.

If the loss ratio changes too drastically, underwriters may begin performing risk assessments on existing clients. They will be very selective about who they choose to take on as insureds. It may be difficult to find coverage for companies with a higher risk for accidents/incidents.

Underwriters are already cautious about making decisions when it comes to premiums, coverage, and renewals. The COVID-19 situation can have a serious effect on their current insurable metrics. Future determining factors are likely to include conditions to coverage based on in-cab cameras, safety culture, and availability of online training.

Responsible carriers will actively manage their risks. Investing in safety is the only way to win. Carriers who cut back on safety efforts to save money are setting themselves up for failure. Insurance providers may have to resort to raising their premiums or charging a higher down payment.

How should you respond?

Communicate your efforts with your current insurance partner. Let them know you have a plan on how to survive during the crisis. Include that you are focused on safety. Even though there are social distancing requirements right now, your safety training cannot be put on hold.

Find ways to adapt to the situation if safety remains a big concern. Technology allows safety training to be delivered directly to your drivers, wherever they are, through an online platform. Your current insurers will keep that in mind when performing your risk assessments.

While it is important for your insurer to be aware of the safety measures you are taking, it is just as important for your drivers. They will enjoy the convenience of taking online orientation, remote training, and monthly training classes from anywhere. And employers can retain their peace of mind knowing they are still focused on safety, even during trying times.

What factors affect a risk assessment?

Risk assessment factors usually fall into these two categories:

  • Tangible – things that are quantifiable such as loss run, miles, commodities, CSA scores, etc.
  • Intangible – things that are difficult to measure like company culture, awareness training, technology usage, security, etc.

What might a loss control professional ask about the intangibles?

Intangibles are difficult to measure. The amount you are charged will be up to your insurer’s discretion. Your best bet is to be prepared and make sure your drivers and employees are up to date on safety training. To give you an idea, here are some questions related to the COVID-19 pandemic they might ask:

  • Did you continue safety training through the pandemic?
  • How did social distancing requirements affect your orientations?
  • How did you lead safety efforts working remotely?
  • How did you help your drivers through this time?
  • How did you manage the waivers issued by the DOT and FMCSA?

Make sure you retain records of everything provided to every driver. The only way to prove that your company has a solid focus on safety is to have documented records. The documentation should be readily available in case you need to show that all drivers are adhering to your policies.

Are we at risk of losing our business due to insurance coverage issues?

Short answer: yes.

There are many examples of trucking companies hanging up their keys because of insurance costs. If premiums increase too drastically, it can become impossible to remain operational. Here are a couple of examples of that happening:

  • Carney Trucking – Insurance premiums doubled for this flatbed carrier. They had to close their doors after 27 years in business.
  • 101 Transport – This Wisconsin based carrier ceased operations after a 70% increase in premiums.

Is there anything I can do to protect my company?

Yes. That’s the good news! As always, be proactive in managing your risk. Your insurance broker needs to see your safety-focused efforts.

Remember that if it isn’t written down, it didn’t happen.

Always keep a record of what training was performed, when it was performed, and make sure your drivers sign everything. For years, “billboard attorneys” have been attacking the trucking industry, encouraging the general public to sue truckers.

And they are ruthless when it comes to safety.

During the pandemic, truckers have been running with relaxed regulations when carrying designated items. If an incident were to occur while a driver is over normal hours, a lawyer might view this as preventative. They could say the driver was negligent and possibly fatigued because he isn’t used to this much road time.

Document everything!

In case of litigation, your best defense is proving your company’s focus on safety. Always be proactive with your safety training and awareness programs. Make sure your drivers are familiar with all your policies (drug/alcohol testing, incident reporting, etc.).

Most importantly, you must be able to prove they have been provided with proper safety training and equipment. Eliminate all reasonable doubt. Carriers need to focus on documenting training and information exchange, especially for upcoming insurance renewals.

Let’s say it again: If it isn’t written down, it didn’t happen.

 

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