Business of Trucking:  Hiring the Best

Following a few simple rules will help in the recruitment process

Finding a driver seems like such a simple task. It can be, if you know what to consider when making one of the most critical hires in your organization. Qualified drivers don't just drive freight from Point A to Point B; they represent your business. They need to operate your equipment safely, be courteous and have enough knowledge to answer customer questions quickly and accurately. In effect, a driver acts as a division manager for your company and as such should have some basic management skills.

So how do you find and then keep this key person? There are some simple steps you can take and issues you should consider when making this decision.

When looking at the skills required for the job, you need to consider that this person operates a vehicle, likely with your company name on it. Any kind of incident with that vehicle can, at the very least, create a negative public perception of your company, and at worst put the financial future of your organization at risk. This person and their vehicle are like billboard advertisements, and actions and reactions are on constant display.

You also need to remember that this person is the direct link between your company and your customer. They become your eyes and ears as to the customer's immediate needs. When a problem arises, it's usually the driver who is first to learn of it and the one who must have the skills to solve it, or the knowledge of knowing where to look for the answer. A driver may also be supervising others, including those who may load or unload the vehicle.

We can see from this short list why, when you have employees and contractors conducting business on your behalf detached from the main office, they need the skills of a business manager.

Employee search
We all know how tough the last couple of years have been. Many of us have had to downsize, lay people off, and release contractors from their contractsÑnever an easy thing to do. In the course of these difficult times, we had to find ways to retain key personnel. It's usually more cost-effective to keep a well-trained, qualified employee than to begin the search for a new one.
But as the recovery begins, it's now time to start finding the personnel needed so when the recovery hits full stride, you'll be in a position to take advantage. Extraordinary people are willing to go beyond what is required for your company; they are the ones with skills in both driving and managing a Òrolling departmentÓ so it produces the results and revenue required. How do you find these people?

The key to finding that team of Òsuper peopleÓ to provide the services required by your customers is simple: honest communication. The biggest complaint many contractors and employees have about the recruiting process is they aren't told the truth about their new company.

A company must meet three key needs for any employee:

• Reasonable compensation for the hours required to perform the duties of the job, including time spent sitting idle at loading docks.
• Consistency in pay from week to week.
• Scheduled time at home.
  

Fulfilling these needs will put you on the road to higher employee/contractor retention. But the most important task you can perform when finding the right person is to listen carefully.

• What are the employee's needs and wants?
• What is their family going to expect and need?
• What are the expectations in terms of money, time at home, type of equipment and amenities?
• What are their career goals in the next year? Three years? Five years or more?
• What are their personal financial requirements, house payments, car payments, other debt and personal financial goals? Are there any other income sources to cover these expenses other than this position?

Listening to this potential employee/contractor will assist you in determining if their expectations or financial requirements are above what you can provideÑor if there might just be a match.

Be honest

The next step is to tell applicants all about your operation: the good, the bad, and the ugly. Give them every opportunity to ask for the details and don't hide anything. If you've got a customer who makes your drivers wait for hours before loading or unloading, and the time is uncompensated, it's only fair this information be divulged. This doesn't mean you paint a bleak picture, just an honest one.
Misunderstandings happen often when the interviewer and prospective employee are not on the same page. Sometimes the applicant only hears what they want to hear about the job; sometimes the interviewer only describes what they think the applicant wants to hear.

Avoid misunderstandings by providing the potential employee/contractor with a question-and-answer sheet. Have them fill in the blanks with the information your recruiter provides. The recruiter should have a similar sheet to note the answers the applicant provides. Typical questions would be: How are drivers paid? How often are drivers paid? Does the company offer any accounting or business informational workshops or courses?

At the completion of the interview, the recruiter and applicant should exchange these sheets and review the information to be sure there is no misunderstanding. For this to work, both sides must be forthcoming and honest. 

After they have reviewed and clarified any potential misunderstandings, each should sign their respective information as to its truth and validity. Copies should be made and the two parties should review the information to determine whether there is a potential employment match.

Both parties can make a more informed decision providing a fair amount of information is exchanged.  It's estimated to cost between $8,000 and $12,000 to hire and train a new employee or contractor.

It can cost a person tens of thousands of dollars in lost income to switch companies. So for both sides to be diligent in the selection process makes sense.

If knowledge confers strength, then the more knowledge you have when recruiting, the better decision you will make when hiring your next business manager.

--TIM BRADY, BUSINESS EDITOR

tbrady@writeuptheroad.com
or call (731) 749-8567.