Sample Sidebar Module

This is a sample module published to the sidebar_top position, using the -sidebar module class suffix. There is also a sidebar_bottom position below the menu.

Sample Sidebar Module

This is a sample module published to the sidebar_bottom position, using the -sidebar module class suffix. There is also a sidebar_top position below the search.

In response to the COVID-19 pandemic, some commercial motor vehicle regulations in Canada, Mexico and the U.S. were temporarily relaxed to reduce restrictions that may limit motor carriers from promptly providing much-needed products and services to assist with emergency relief efforts. Subsequently, many states, provinces and territories issued a variety of emergency measures specific to their jurisdictions. With numerous temporary actions in place, there was a need for a central repository containing active emergency declaration information.

To address this need, the Commercial Vehicle Safety Alliance (CVSA) obtained High Priority Grant funding from the Federal Motor Carrier Safety Administration and partnered with Seikosoft, a contracted software company, to develop an online repository for current emergency declarations, waivers, amendments, extensions, exemptions, executive orders, etc., that the commercial motor vehicle enforcement community and the motor carrier industry may reference at any time.

Each jurisdiction (and some relevant agencies and organizations) is responsible for updating its emergency declaration information through the secure online portal, ensuring the information contained on the website is timely and accurate. At roadside, officers or inspectors can quickly verify a declaration internationally, nationally, or at a state, provincial or territorial level by visiting CVSA’s new webpage. The public may also view emergency declaration information at any time. The information on the website is unrestricted and open to everyone. In addition, motor carriers and drivers can download and print documents from the website to carry with them in the truck.

Going forward, through this website, law enforcement officials, inspectors, industry and the public will have a permanent, reliable “one-stop shop” for emergency information, resulting in improved movement of critical relief supplies during national, regional and local emergencies.

The Alliance’s goal in creating this website was to support commercial motor vehicle safety enforcement personnel, the greater law enforcement community, the motor carrier industry and professional drivers during emergencies – ranging from a seasonal weather event to something as unique as the current unprecedented pandemic.

Visit www.cvsaemergencydeclarations.org to view current official declarations.

 

Current News

Retention for the Future of Trucking

As we look ahead, we recognize that retention is a critical component of the trucking sector’s business model and success in retaining a strong workforce. At a point where we have a skilled worker shortage, we cannot afford to lose our assets: our driving force who keep the economy moving and our businesses growing.

We have companies with varied turnover rates and those rates result in dollars lost. We have companies that have varied hiring practices, which inevitably result in varied retention rates.

The reports indicate that the skilled worker shortage will continue to increase as we move toward 2024. It’s time to reinforce our retention practices so we can reduce our turnover rates – resulting in strong retention practices.

It is a topic worth considering. We need to put the same level of effort into retention as we do into recruitment. Why is retention a challenge? What areas are we missing that create this barrier to stronger retention rates? Do we accept high turnover as the cost of doing business?

Let’s take a step back. The loss of one driver can have a potential cost implication of up to $5,000 (this may be low for some companies) to replace the professional driver. Lose 10 drivers and suddenly you are at a loss of approximately $50,000. In a sector where margins are tight, can we afford those types of losses without exploring why and how we can do better?

Understanding why we lose people in our sector can be challenging. Even the best exit survey strategies do not always yield the information we need to remove barriers and retain the individual or offer insight into what we can do differently; however, the survey is an essential tool that provides an opportunity to learn... it just needs to go beyond the surface. We need to go to the beginning at the point of hire.

The first thing I think about when looking at retention is trust. Is there trust being built at the recruitment stage – at a level that can be delivered beyond the promises made at the point of recruitment. Can we deliver the pay, home time, benefits, flexibility and everything else that we have promised?

Trust is a deal-breaker for many of us. If you promise professional development in the first year of an employee’s career and then do not offer it, you have broken trust. If you promise a raise after a three-month probation period and do not provide it, you have broken trust. If you promise a professional driver that they will be able to be home for special occasions and you do not get them home, you have broken trust.

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