Success in the fight against the shortage of drivers: more than just great trucks

In the logistics industry, there are hot-button topics that disappear after a few months – they either resolve themselves or are no longer relevant for other reasons. Unfortunately, the same does not apply to the shortage of drivers. Filling driver cabs with qualified personnel is becoming increasingly difficult, not least due to demographic change.

Nevertheless, there are still transport companies that seem to have no problem finding enough drivers and, above all, retaining them. It's not just about inspiring enthusiasm for the job at short notice, but also about building lasting loyalty. This only becomes apparent when the employee can resist offers from competitors with better earning opportunities.

This loyalty can be built up with a series of measures.

• It starts with fair pay that is transferred reliably and on time. Other effective loyalty factors include bonuses for economical driving, accident-free driving or long service.
  
• A little more demanding and less common in practice are flexible working hours that also enable mothers with small children to drive lorries. In principle, it is about improving the plannability of shifts in order to better reconcile work and family life – incidentally, this also attracts fathers to the company.
  
• One classic measure for increasing loyalty is to equip the trucks with comfortable features – and there will be plenty to see in this area at the upcoming NUFAM. This mainly involves comfortable seats, modern assistance systems and good sleeping cabins. Special conversions can also be considered here. The trucks with the ‘Living’ Driver Single Cab equipment, which are refined by Dietrich Trucks in Wenden, for example, have a washbasin and a dining and cooking area with a microwave. Converting the cabs costs an additional 20,000 euros per truck. This is an investment that can pay off if the truck is used for at least five years and has a higher resale value.
  
• However, the development of a strong bond between drivers and their own company also depends on scheduling. Good drivers generally want variety. Rigid route planning with the same loading and unloading points every time leads to boredom and fuels the desire for change. Modern dispatching and route planning systems and the booking of time slots at the ramps minimise frustrating waiting times, which can disrupt the entire course of the day and thus cause stress.
  
• Last but not least, a simplified bureaucracy also has a positive effect on job tenure. Digital solutions for delivery notes and logbooks reduce the administrative burden on drivers.
  
• The loyalty factor of ‘communication and appreciation’ works very simply and without high-tech. This includes regular feedback discussions and involving drivers in decisions, as well as taking their wishes seriously. A respectful approach and a strong team spirit also increase the sense of belonging to the company. And if you then offer company social benefits such as health programmes, a pension scheme and support with personal problems, you've already won.

Conclusion: Driver shortage is often a lack of loyalty. With targeted measures, the loyalty of personnel to their own company can be significantly increased. By combining the above measures, transport companies can actively counteract the driver shortage and attract and retain skilled workers in the long term.