Building driver partnerships that last

Recruiting in the trucking industry is more than a job for Robert Pierson, VP of driver recruiting at Mesilla Valley Transportation, it’s a chance to make a meaningful impact. Since 2006 Pierson has worked to develop a process that ensures drivers and carriers form partnerships aimed at long-term success. The Inside Lane caught up with Pierson to explore the key strategies and insights that have turned recruitment into a powerful tool for growth and stability in the industry. - Bianca Prieto, editor

What should SMB trucking companies look for when hiring drivers to make sure they stay long-term?

Does a prospective driver present themselves as a professional? Do they have enthusiasm for their chosen profession? Top-tier drivers show passion through their appearance, work history and how they speak about their work. These traits allow you to offer stronger service and target growth as they represent your company. Drivers come from all walks of life — there’s no stereotypical driver. The Smokey & the Bandit era ended 30 years ago. Targeting professionalism reduces turnover, improves on-time rates and drives growth. Recognizing and rewarding these traits must be a priority, as competitors will constantly market to them.   

How can small trucking companies reduce turnover by improving their recruitment process from the start?

Hire individuals with a stable work history, provide recruiters/hiring personnel with incentives for retention and hold dispatchers accountable for the success of their drivers who report to them. Filling the truck isn't a win. Building a long-term relationship is the goal.  

What are some simple ways to train recruiters so they can hire better drivers?

There is often a major disconnect at carriers of all sizes between sales, operations and driver recruitment. These three functions should be in constant communication. Recruiters should know exactly which drivers succeed and fail within your company. They should know which drivers are profitable for your organization and which drivers simply fill a truck, but don't add value because the role doesn't. Be it location, experience, endorsements or strategic goals, recruiters do better when they understand the "why."

How can small trucking companies use data to improve their hiring decisions and streamline recruitment?

We’re all guilty of bias or relying on emotions to guide decisions. Managing with a "squeaky wheels get the grease" mindset wastes time on one-off issues. Instead, document hires, terms and driver performance, then evaluate regularly. Identify actions driving desired results and the metrics supporting them. Beyond basic hiring criteria, use these insights to predict who will succeed and where to focus development efforts for future all-stars. Finally, be humble — admitting when you’re at fault can save valuable time and effort.  

What key points should be included in job ads to attract the right drivers for smaller trucking companies?

Understand the purpose of most forms of advertising. You spend advertising dollars to generate lead volume, not to filter or DQ candidates in advance. Drivers with excellent backgrounds are often bombarded by constant ads telling them the grass is greener. They simply don't have time to read paragraphs of hiring standards or long drawn-out presentations. Most ads are to give a quick and compelling reason for them to provide you with their undivided attention and to then allow a recruiter to do what they should be doing best, attracting the best candidates to your company. Additionally, on more generic or soft sells such as "family culture" or "open door policy," utilize your social media presence to provide the opportunity to feature subjects that aren't best sold as a bullet-point item.  

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