Chapter 5
Getting off on the right foot

Too often, new drivers expect a new carrier to lie to them; it is just a question of when. If new drivers are disappointed by any aspect of the job – regardless of whether or not it was discussed during recruiting – they immediately treat the problem as a lie on the part of the company. Creating a positive image of your company with new drivers may help allay some of their deeply-founded suspicions.

Your goal during the first 30 days of employment should be to provide no ammunition for drivers’ suspicions. Focus on continuing the goodwill generated during the recruiting process. Prove to new drivers that your company means what it says.

If you are successful, when new drivers encounter a problem they will want to work it out instead of simply leaving. The longer new drivers go before they have a problem, the more likely they are to be comfortable with your operation and freight patterns. The more comfortable they are, the more likely they are to stay with your company.

Orientation
Too many carriers treat orientation as a necessary evil. Their orientation consists of showing drivers boring videos and then administering a test to make sure they paid attention.

A long orientation can become tedious. Most new drivers don’t like sitting in the classroom and want to get out on the road where they can make money. But administering the required drug test makes it difficult for carriers to finish orientation in less than two days.

Don’t overlook the importance of good training during orientation. It’s not much fun for drivers to work for a company where they are uncertain of the procedures to follow or who to call if they have questions. Now is the time to provide drivers with the tools they need to succeed.

The secret to a good orientation program is to get drivers out of the classroom. Most drivers are not classroom learners. If they need to learn how to use a satellite messaging system, get them in a tractor sending test messages. Have them sit with their dispatchers so they can become acquainted and see how the information they send is used. Some carriers have converted tractors with five seats so they can teach orientation while on a short road trip.

Do whatever you can to keep orientation interesting. It will pay off in happier, better-educated drivers.

Condition of assigned tractor
A carrier can have the best recruiting strategy in the world, but if a new driver opens the door to what will be his home for the next couple of weeks and finds it littered with trash, the good work done during recruiting literally goes out the door. Such unfortunate incidents send the message: “We don’t care.” The problem occurs because most carriers leave the tractor cleanup to the maintenance shop. After seeing the condition in which many drivers leave their tractors, the shop may adopt the attitude: “Why bother? It will only get trashed anyway.”

Carriers that manage this process well make tractor cleanup the responsibility of the recruiter. After all, they are the ones whose credibility is on the line with drivers. During the orientation process, someone from recruiting inspects the tractor and sends it back for further cleaning if needed. The tractor does not have to be “truck show” clean, but the carrier should have a prescribed standard of what is acceptable and ensure that it is consistently met. The inspector should also have the power to replace items such as mattresses.

Make sure that the tractor is inspected for mechanical problems and any necessary repairs made. The first trip a new driver takes should not be to the shop. This also helps minimize the risk of the driver experiencing a breakdown during the first 30 days.

Company apparel
Wearing a hat, shirt or jacket sporting a company’s logo is one of the first ways a driver forms an attachment with that company. Yet many carriers don’t take advantage of this opportunity – either making it difficult and expensive for a driver to get company clothing, or not taking the time to do it right.

Consider having a hat waiting for new drivers when they check into the hotel for orientation. At the completion of orientation, think about giving each driver a shirt or light jacket. If an older driver complains about not getting one when he completed orientation, hand him one as well.

This communicates to drivers that they are part of the company now. Look for anniversaries or other occasions to hand out more clothing. The easier and cheaper you make it for drivers to get company clothing, the more of it you will see drivers wearing.

Business cards
One low-cost item to provide drivers when they graduate from orientation is their own business cards. Have a printer print your company’s logo and address information on card stock. Then use a laser printer to put the driver’s name on the preprinted card stock. Providing business cards tells new drivers that they are every bit as important as office managers.

Business cards also make it easier for drivers to refer prospective drivers to your company. When talking to a prospective driver in a truck stop, a driver will hand out his business card readily. The same driver would be embarrassed to hand a prospective driver an application even though they can earn a sizable recruiting bonus. It’s just human nature.

First dispatch
Many people will talk louder and more slowly to someone who doesn’t speak English in an attempt to be understood. The same thing happens when new drivers are given their first dispatch.

Dispatchers get frustrated talking to a new driver who does not immediately understand their instructions. When they tell a driver to pick up a load at a major customer, they assume that driver knows all the nuances of serving that customer. They don’t bother to take the time to ensure the driver knows where he is going and what he will encounter when he gets there.

If the confused new driver gets lost and is late, he is immediately labeled as someone not to be trusted with important loads. This makes it difficult for him to get the miles he needs to generate a good paycheck.

There are some drivers who deserve to be labeled as problems. In many cases, though, drivers get stuck with that label because dispatch assumed they had communicated the necessary information when, in fact, they hadn’t.

Work hard to make sure new drivers never get off to a bad start. The person teaching orientation should go through dispatch procedures with the driver. Encourage dispatchers to take the time to explain everything drivers need to know. Some carriers assign all new drivers to a special dispatcher for the first few weeks.

Shipper directions
One of the biggest sources of confusion and frustration to a new driver during the first 30 days is the location of shippers or receivers. Not only is getting lost frustrating, safety experts say that drivers who are lost are more likely to have accidents. They lose focus on driving because they are trying to figure out where to go. In addition, getting lost usually means late pickups and deliveries. Once again, the driver can be labeled unfairly as a problem. A dispatcher may explain directions, but these may not always be clear. The dispatcher may not take the time to explain key driver concerns such as where to park or where to find the nearest truck stop with showers.

To avoid such problems, prepare a guide to your top shipping or receiving locations. The Internet offers free access to detailed route maps. (The routing and mapping service on www.eTrucker.com is a good place to start.) Provide a map, written directions from all likely routes and any other helpful information.

Handing out such a guide at the completion of orientation helps reduce new drivers’ stress load. It also projects a level of professionalism and attention to detail that few carriers demonstrate to their drivers.

First paycheck
All of a new driver’s expectations or fears are confirmed by the first paycheck. If it isn’t enough for his spouse to pay the rent, switching carriers was the worst decision he ever made. To make sure the paycheck is high, many carriers offer new drivers orientation pay sufficiently generous to make up for a full week of downtime. Some even offer a guaranteed minimum weekly pay of $500 for the first 90 days. These carriers report that they rarely have to make up the difference for new drivers, but a guaranteed minimum is a great assurance to new drivers.

Try to review all of your new drivers’ first few paychecks. This simple check will highlight potential problems in terms of the quality of the new drivers as well as how they are being treated in dispatch.

In addition, someone should review the paycheck with the drivers either on the telephone or in the terminal. No matter how much time you spend on pay during orientation, few drivers really focus on it until an actual paycheck is in their hands. Now is the time to clear up any misunderstandings they may have.

Company leagues and contests
A company softball team or bowling league is a great way to build morale. But few carriers try to involve their drivers in similar activities. Obviously, it isn’t possible for over-the-road drivers to play on a company softball team, but one of the worst things you can do is post activities on a company bulletin board that don’t include drivers.
As an alternative, why not start a company-sponsored fantasy football league or a pool during the NCAA basketball tournament? Throw in some company jackets as prizes. This gives drivers and office staff something to talk about other than business as usual.

Contacting family
Calling a driver’s spouse or family during his first 30 days demonstrates that you care about the driver and his family.
The purpose of an initial call is to let the spouse know who he or she needs to call if there is an emergency. You might also call just prior to the family becoming eligible to receive health benefits. Ask if they have received all the necessary forms and answer any questions they may have.

It is important to let a new driver know that you plan to call his family so it doesn’t come as a surprise.

Some carriers even invite the driver’s spouse to sit through orientation and pay for transportation and meals. Few spouses actually take these carriers up on their offer, but the gesture is well received. And drivers who do bring their spouses show a high level of commitment to joining the company.

One carrier sends flowers to the spouse at home after the driver completes orientation with a note inviting her to visit at any time. The carrier also sends company hats in child sizes for any kids at home.

Ensuring home time
Given the increased emphasis on driver home time, it is hard to believe that many carriers leave it to chance during the driver’s first 30 days. New drivers don’t understand the carrier’s freight pattern that will enable dispatch to get them home easily.

Don’t leave getting new drivers home on time to chance. During orientation, explain the recommended freight patterns to maximize home time. Someone in operations must monitor new driver dispatches and make sure a realistic plan is being set up to get them home. Sometimes you end up spending a little extra money in deadhead to make sure the driver gets home during the first 30 days. It is money well spent because it demonstrates your willingness to follow through on promises made during the recruiting process.

This approach also helps build goodwill for when you fail to meet your commitment. Sooner or later in trucking, that’s bound to happen. Just make sure it doesn’t happen in the first 30 days.

Similarly, if a new driver has a special need, like getting home on the first dispatch to get personal things, make sure it happens.

Pat on the back
The book The One Minute Manager talks about “catching people doing things right.” This is a good approach to take with new drivers. Find something positive to say about a driver during his first 30 days as well as at regular intervals thereafter. You might recognize the driver for something simple, such as picking up a load and delivering it on time, or something harder, like meeting a tough delivery schedule.

Drivers, like the rest of us, appreciate a kind word. Too many drivers say they hear from management only when they screw up. Never assume that your new drivers know you appreciate the job they do.

30-day check
Bring new hires back into the terminal after the first 30 days. The purpose is twofold. First, have the driver talk to people he or she met during orientation. These additional meetings help develop relationships and demonstrate that the initial meetings were not a one-time event.

Second, use this time to provide any additional training the driver needs. After 30 days, every department in your company should be able to tell you where the driver needs help.

If a driver requires extensive retraining, pay him for any time he spends in the office. You wouldn’t ask other employees to donate time for training. After 30 days on the job, many of these drivers will feel comfortable enough to ask the questions they should have asked during orientation.

This also is a good time to get feedback to evaluate your orientation process. You may learn ways you can help improve driver quality and lower new-driver frustration.

Now, we have gone through the first 30 days. While most of the ideas outlined here are basic, few carriers pay attention to them. Too often, after drivers complete orientation, they are left to sink or swim on their own. Judging from most carriers’ turnover statistics, most drivers decide to leave before they drown.

Start managing these face-offs well, and your company will be on its way to becoming a low turnover carrier.

In Summary
A new driver’s first 30 days with your company are critical. If they go well, he may stay for several years. If they go poorly, he may be gone long before you’ve recouped your investment in him. Key areas to help a new driver get off to a good start include: taking steps to make sure his first dispatch goes smoothly, including providing detailed directions to new shippers and receivers; contacting his family to answer questions about benefits; and telling him that he’s doing a good job.