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John Harrison, Andy Walker, Dennis Shantz, Mike Millian

On Feb. 23-24, the Truck Training Schools Association of Ontario Inc. held its inaugural annual conference in Mississauga. Featured was a panel from the PMTC discussing ‘The Future of Recruitment in the Private Fleet Industry.’

Panel members were John Harrison, director of transportation operations at Huron Services Group; Andy Walker, Ontario distribution manager for Molson Coors; PMTC Chair Dennis Shantz, director of fleet services at Home Hardware Stores Ltd.; and PMTC President Mike Millian.

The hiring situation TODAY

While all panel members agreed the driver shortage hasn’t hit the private fleets as hard as the for-hire fleets in recent years thanks to low turnover rates – due to the benefits of predictive routing, which leads to a healthier work-life balance, brand recognition, good pay, etc. associated with private fleets – it is nonetheless a concern for the future.

PMTC’s Mike Millian told PMC magazine, “When I was in private fleet management, we really didn’t have to recruit. We had a long waiting list of qualified drivers who wanted to work for us. When I left, that list was down to just one or two per available position. The demographics don’t lie – the average age of our drivers is rising. We are wise to be proactive and head off the situation before it becomes critical.”

Home Hardware’s Dennis Shantz said until recently his company saw an east-west split in its hiring situation. He said, “We’ve had a number of good hires in the east over the past few years, but have seen a shortage of good drivers in the west due to a lot of jobs available in the oil patch. Recently with the upheaval in the oil & gas industry, that situation is reversing itself.”

John Harrison stated, “At Huron Services, we still have a waiting list of drivers, but we are an exception in the industry. Our roster has a lot of long-term drivers (our turnover rate is under 5%), but there will come a time when these individuals retire and we must be prepared for a large turnover.”

Andy Walker said, “We’ve maintained our driver numbers, but the number of resumes we receive is down considerably. I’ve also noticed the overall quality of new drivers entering the industry is below the standard of a few years ago. Resumes are telling us many drivers aren’t viewing truck driving as their number one career choice – it’s like they are settling for the position just to have a job. The federal government could help the industry promote driving by recognizing the position as a skilled trade, something we have been after for a number of years.”

 It’s all about ATTITUDE

While panellists agreed that a good driving record is an absolute necessity in driver recruitment, the proper attitude was next on the shopping list. And what constitutes a good attitude?

Harrison noted, “We look for a friendly, ‘people-person.’ We want someone determined to get the job done without excuses or laying the blame for failure elsewhere. We want someone who is always looking to improve.”

Shantz added, “We want a positive attitude. Private fleet drivers are in the public eye as our brand ambassadors. They are on their own in their vehicles without supervision – we have to be confident that they are representing the company culture properly. Home Hardware drivers come face-to-face with our dealers more frequently than any other individuals in the company and we have to be certain they are treating our dealers with the proper respect. In hiring, we are even willing to sacrifice experience behind the wheel if a new hire combines an excellent driving abstract with a proper attitude.”

“Molson Coors is looking for team players,” asserted Walker. “We want people who will fit into the Molson Coors culture of openness and transparency, with no harassment, prejudice or bullying. Our company fosters feelings of family and feeling welcome, and new hires absolutely must fit into this culture.”

Millian said, “Let’s face it, drivers in the private fleet sector are much more than drivers – in their uniforms, they are walking advertisements for the company. They are the face of the company as they interact with customers and the public. And their driving reflects their attitude. This attitude had better be personable, friendly and loaded with ‘people skills.’ I can’t over-emphasize the importance of attitude.”

 How to find the right ATTITUDE

Molson Coors doesn’t hire right away. “It’s a process,” said Walker. The process begins with a phone interview. If this goes well, an in-person interview is next. Walker noted, “After this stage, we have a pretty good feel for whether the candidate is a good hire or not. If the fit isn’t perfect, we are willing to work with the individual to get him/her to the level we require.”

At Huron Services, a battery of tests will reveal an applicant’s talent behind the wheel and knowledge of safety procedures. When it comes to attitude, however, interviews are key. Harrison says, “We conduct a series of interviews and after a couple, we can tell if an applicant has the Huron attitude or not. If an applicant shows excitement and a willingness to be part of our team, we continue the process. If an applicant starts by stating he doesn’t work nights, doesn’t cross borders, etc., the interview tends to be a short one.”

Shantz said in-person interviews “tell the tale.” He stated, “When responding about a previous employer, we listen for positive responses. If the candidate is bad-mouthing former bosses or placing the blame for a bad situation on others, that’s a ‘red flag.’ We also look at body language – slouching, looking away when responding, etc. – for telling information.”

Millian added, “I think the best way to detect attitude is during a road test because in a road test, the candidate is in his/her environment and more relaxed. You see the real person. Not only do you witness the driving prowess, but also you see if the candidate is relaxed behind the wheel or gets agitated easily. The driving public equates drivers with the companies whose rigs they are piloting; and you only want positive public reactions.”

 Thinking OUTSIDE-THE-BOX

While recruiters will have to get creative in the future to attract the right hires, John Harrison cautions the need still remains to meet insurance and industry standards. “I salute the Province of Ontario for legislating mandatory entry level driver training standards. This move was critical. Now, everyone will be on the same page. It will allow us to recruit younger drivers in an apprenticeship-type scenario and team them with Hall of Fame drivers. It will be a win-win for all concerned.” He added, “Now we have to find ways to streamline the qualification system for drivers. A new hire might not be able to get behind the wheel for a couple of weeks while we wait for the results of a medical report, criminal background check, drug & alcohol testing, etc. Programs like ISB Canada’s MEE (Making Eligibility Easy) program are excellent, but we have to have them throughout our industry and government systems.”

Companies may approach specific segments of society searching for new drivers. Some are looking at immigrants, others at retiring Armed Forces personnel. Women have been getting a lot of press lately. Harrison said, “We do not actively go after specific groups in society, although we are accepting of everyone. Our Driver of the Month for February was a woman, and was very deserving of the honour.”

Andy Walker stated Molson Coors is already accepting of everyone, so hasn’t seen the need to target specific groups. He added, “One move that has proved popular with our current drivers and aided in their retention has been the elimination of weekend work for most of the year. While our business is volume-driven, we feel drivers should be home on the weekends with their families and we have been able to schedule the workload so drivers have a Monday-to-Friday workweek. Drivers appreciate this and are willing to come in the odd weekend when, during peak season, seven-days-a-week delivery becomes a necessity.”

Mike Millian said the push is already on for more women in the workforce, “not only as drivers, but as mechanics, dispatchers, office staff, and so on. I’ve also seen a good representation of immigrants in our driving force. Other groups, like First Nations as an example, are under-represented and I’m sure fleets will start looking into recruiting all demographic groups in the future.”

Millian continued, “Some proactive companies are recruiting young workers and allowing them to learn the industry by working in different areas of the trucking operation such as the wash area, the yard, the loading dock, maintenance, the office, etc. A new hire can then get the ‘big picture’ of what is required to keep the company’s fleet moving; and this apprenticeship situation allows trainers to share the company culture with the new hire. When the driver training starts, the candidate has that much more company experience. And that candidate may opt to pursue a career in another area of the company, which is fine, too.”

Dennis Shantz said there is more to recruiting than simply providing secure employment. “It’s competitive out there,” he stated. “You have to provide a good wage, preserve it over the years – and even offer creative bonuses. Furnish good, well-maintained equipment, as well. We must also offer predictable routes, so drivers know when they will be home – a balanced work-home life is paramount.” Shantz also said a company would be wise to institute green initiatives for its fleet.
“I’ve had younger applicants question me about our company’s environmental policies. That was a huge, albeit pleasant, surprise.”

 

Conclusion

The driver shortage isn’t as dire for private fleets as it is for for-hire fleets, but the clouds are on the horizon. A proactive operation will seriously study its hiring practices and adapt to these changing times.   

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