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Part II: Good Practices for Good Drivers

We know that companies can hire anyone they want to drive their trucks but hiring drivers with questionable MVRs and multiple violations can bring huge liabilities. While good screening processes can "weed out" the worst driver applicants to meet insurance (and business) requirements, other things should be considered, things that can determine quality in company and driver as well.

Standards must be tighter. Companies must enforce set, written standards. One thing that I am tired of hearing about is when drivers dictate to companies what they will do, where they will go, and when they will do it. Within reason, some demands are agreeable but the management of any company has the right to set policy and assign driver runs. The driver has the right to expect work and safe equipment. They also have the responsibility to pre- and post-trip equipment and write it up for safety needs if needed, and allow management to act.

Understand that employment is "at will" if it's not in a union shop. This means you retain the right to end your employment with the company at any time and the company retains the same right to end the employment relationship with you at any time. If you don't like your job, find another one. If you can do it better, start you own company. And good luck! Drivers must face their responsibility of coming in and giving a good performance in expectation for their pay. Likewise, management must set attainable standards and follow them.

I have seen drivers royally shaft a company too many times by failing to complete assignments within a reasonable timeframe or failing to call in to acquire information for a return load so they don't end up deadheading home or worse. Whose fault is this? Ultimately it is the recruiter's. Although safety records and driving skill should be the deciding factors when screening applicants, common sense or gut feelings that raise the hair on the back of the neck on certain candidates also have a valid place and are often overlooked. I was once discharged from a recruiting job because I could not get enough quality driving candidates in to fill out applications.

There is a general consensus in the trucking industry that there is a massive driver shortage. To some extent, I agree. It doesn't make much sense to "steal" drivers from other companies. What I mean by this is those who have good backgrounds are already employed. The generational commitment to a single company is long past. Several companies expand the driver base by purchasing smaller carriers that can complement their operation. A few drivers will leave due to dislike of the new company but, most stay on because of increasing benefits or other circumstances. What is left over is the bottom 20 percent of the driver population. These individuals do not work out for a variety of reasons.

When construction slows down, there is a relative minor influx of drivers from different backgrounds entering the system. They do not want to drive but due to economic conditions, they will for a short term. When the previous employer has new work, or a new job starts elsewhere, they're usually gone. The drivers who are left are those who drift from one job to the next with little or no loyalty, commitment, or care.

The unfortunate situation is that there is inadequate background investigation or cooperation between companies on actual work situations. Too many companies still think that drivers are a "dime a dozen" and are too willing to just get rid of their problem drivers by falsely reporting information or by not cooperating at all.
Drivers too will do things such as put down companies that are out of business or mysteriously "forget" addresses, contact names, or telephone numbers. Too many companies are willing to put up with this and not conduct legitimate background investigations of previous employers. If you have worked for a company that has gone out of business, bring in a copy of your W-2 to prove your claimed experience. Better yet, have past logs available, too.

Show some respect for your potential employer and fully fill out an application. If there is an area that does not apply, put down an "NA." If you need more room to explain something, be prepared and have some paper with you. Additionally, bring a copy of your ten-year work history complete with dates, addresses, contact names, telephone and fax numbers.

I have a set procedure that I go through when a recruit comes in. I talk with them to get a "feel" of their qualifications. If this interview looks promising, I proceed on having the driver fill out an application and do an online background investigation on them. After checking over the application and if everything looks like it will clear, I then road test the driver. If the road test is of a decent quality, I send the driver off to a drug screen and physical. Pending the result, I place the driver in orientation. If all tests check out, I will usually hire the driver.
What a driver says he or she can do or where he or she has been will all soon be discovered to be true or not with a thorough check. If the driver proves to be worth the effort, they are rewarded with continued employment. It's normally as simple as that.

As a professional in the transportation community, I strive to do my best with the guidelines that I'm given Continued screening of new applicants is always ongoing. There may always be a better, more qualified driver available. If so, we will process them. I do not take pride in letting someone go, but I will do what is needed while following proper guidelines. I look forward to hiring good drivers that match the needs of our operation. I also look forward in growing our company. I want to hire drivers with a great work ethic that will stay with us and eventually retire with our company.

I just wish that all recruiters, drivers, managers, and owners strived to apply good practices and screening processes in order to find the best driving candidates possible. Let's level the playing field and maintain a quality operation through a quality screening process.