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.

PMTC announces new Driver Qualification System

The PMTC is happy to announce that its newest member service product is now available. Effective July 9, the new PMTC Driver Qualification System is live and accessible to PMTC Members. Powered by ISB Canada’s Making Eligibility Easy (MEE) Division, this customized system will now provide PMTC members the ability to order their driver qualification and requalification documents at a steeply discounted rate.

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Trucking HR Canada requests assistance from industry in pair of surveys

Youth with Drive survey

Trucking HR Canada has launched its Youth with Drive survey, as a next step in developing a national employment strategy for youth in the trucking industry.

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A Trucking HR Canada Blog

Those missing millennials

Millennials, or those aged 18 to 35, are the largest cohort in Canada’s workforce. Yet they represent a very small percentage of the trucking workforce.

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Human Resources

Employer of Choice Luncheon and HR Conference

"Employer of Choice” is a program developed by industry for the trucking industry and is offered through the Trucking Human Resource Sector Council Atlantic. 

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PMTC panel on driver recruitment impresses

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.’

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Private fleets secure top workplace honours

The Brick, Home Hardware recognized by Top Fleet Employers

Two private fleets have made their mark in Trucking HR Canada's Top Fleet Employers program, which has recognized 22 of the best workplaces in Canada’s trucking industry.

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View Masters

11 ways to conduct better job interviews

There is a lot to be learned during a job interview. Consider these tips to help gather vital information and find the best candidates for your organization.

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The art and science of people picking

The stakes for hiring good, safe, smart people have never been higher. And they've never been more competitive

"The fact that you’re a private fleet is going to get their attention,” says John Thomson, vice president Canadian operations at Huron Services Group. Indeed, private fleets have an undeniable edge in the competitive, candidate-driven marketplace for recruits. The operations offer the chance to be part of consumer-facing brands and, in many cases, schedules that allow drivers to return home at the end of a shift. What’s not to like? But this hardly means you can rest on your laurels. “It’s been tough in recent years. You are constantly working away, tweaking things, to get someone in the door where hopefully you can sell it to them,” he says.

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Let's talk about sex

Women account for a fraction of fleet employees. You should be worried.

Today’s fleets have a problem with women. To be precise, the problem is a lack of women. While representing 48% of Canada’s labour pool, they account for just 3% of truck drivers, mechanics and cargo workers. Things are only marginally different in office environments, where a mere 11% of managers and 18% of dispatchers are female.

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Dream Teams

The trucking industry’s future stars can shine during early interviews, road tests

Some people seem born to be truck drivers. They move effortlessly through the gears, are never rattled by traffic, and approach every task like true professionals.

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A Rewarding Experience

EOBRs helped Hensall reach key targets … once drivers began to earn incentives

Driver-monitoring technologies may lead to better performance in the short term, but those improvements may be short-lived unless drivers see a benefit.

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A Driving Force

Want to attract the best drivers? They’re looking for more than a paycheque.

MOST MANAGERS WOULD DREAM of a fleet packed with drivers from the Private Motor Truck Council of Canada’s (PMTC) Hall of Fame for Professional Drivers. When researchers studied this group and other high performers in private fleets they found employees who are focused, self-disciplined and conscientious; comfortable working on their own without being antisocial; and, serious about “getting it right”.

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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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