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.

Association links

Private Motor Truck Council of Canada
www.pmtc.ca

Truck Training Schools Association of Ontario (TTSAO)
http://ttsao.com

Trucking HR Canada
www.truckingHR.com

Trucking Human Resource Sector Council (THRSC) Atlantic
https://thrsc.com

Women’s Trucking Federation of Canada
www.womenstruckingfederationofcanada.net

Vehicle permit contacts

YK
www.hpw.gov.yk.ca/trans/maintenance/permits.html
867-667-5729

NT
877-737-7786

BC
www.th.gov.bc.ca/cvse/tps/index.htm
800-559-9688

AB
www.transportation.alberta.ca/520.htm
800-662-7138

SK
www.highways.gov.sk.ca/trucking-permits/
306-775-6969

MB
www.gov.mb.ca/mit/mcd/mcpd/index.html
877-812-0009

ON
www.mto.gov.on.ca/english/trucks/oversize/
800-387-7736

QC
www.mtq.gouv.qc.ca/portal/page/portal/entreprises_en/camionnage/permis_speciaux
800-567-7775
5-1-1 from anywhere in Quebec
888-355-0511 from anywhere in North America

NB
www2.gnb.ca/content/gnb/en/services/services_renderer.3635.html
506-453-2958

NS
www.gov.ns.ca/snsmr/access/drivers/special-move-permits.asp
800-898-7668

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.

Read more ...