CCJ Innovators profiles carriers and fleets that have found innovative ways to overcome trucking’s challenges. If you know a carrier that has displayed innovation, contact CCJ Chief Editor Jason Cannon at jasoncannon@fusable.com or 800-633-5953.
With orientation spanning upwards of four days across multiple locations, new drivers often feel overwhelmed or miss important information, leading to a disconnect once they’re on the road. Disconnection generally leads to turnover.
Leonard’s Express (CCJ Top 250, No. 109) introduced regular driver engagement calls to bridge gaps in understanding, allowing drivers to ask questions and clarify processes such as paperwork submission and accessing pay information.
“Most of the turnover comes in the first six months,” said Ken Johnson, executive chairman at Leonard’s Express. “While sometimes it’s because it truly isn’t a good fit, a lot of times, it’s feeling lost and not knowing where to get the answers from. So, we thought this was a good way to bridge that gap.”
The Farmington, New York-based family-owned carrier currently operates 615 trucks from facilities in Eau Claire, Wisconsin; Hickory, N.C.; and Wilmington, Delaware.
The company established a driver advisory board to give leadership firsthand insight into the daily realities and challenges drivers encounter. The board also serves as a channel for drivers to share feedback about company practices, industry trends, and potential improvements. Senior leadership and various department representatives participate in engagement calls and advisory board meetings.
Engagement calls, conducted by operations team members, typically occur two to three weeks after a driver’s orientation, with follow-up calls scheduled as needed, especially for new drivers experiencing issues. However. engagement calls aren’t limited only to new drivers.
“This is the worst freight recession I’ve ever seen,” Johnson pointed out, noting that it has affected the company and its drivers, especially since isolation and rumors can shape drivers’ perceptions. Supporting them is important, he said, so they try to reach out through calls and in-person interaction, ensuring drivers have opportunities to ask questions and feel connected, whether they prefer quick check-ins or longer conversations.
Driver advisory board meetings are held three times a year, with participants brought together from various terminals for full-day sessions, including group meals and overnight stays. Currently, the driver advisory board has six members and rotates every two or three years. At its last meeting, the board decided to increase its size to as many as 10 members. Johnson said the group decided that having additional members would make spreading out the terms easier, but more importantly, bring in additional perspectives.
Initially, drivers felt being part of the advisory board meant interviewing co-workers to gather ideas. While this certainly helped, Johnson said, “We didn’t want them to be necessarily the compliant window for their terminal.”
“We wanted them to be the team that brought ideas that would make us a better place to go work for as a driver,” Johnson noted, adding that the board’s role has shifted to be a source of constructive ideas. Agendas are also adjusted based on current issues, such as equipment or software changes, with relevant department representatives invited to participate.
[RELATED: Leonard’s Express implements a formalized education program surrounding driver cameras]
Key improvements and initiatives from driver feedback
Since starting the driver advisory board and the driver engagement calls, Johnson said turnover percentage is down 15% to 20%. Though they’ve never examined whether it was directly related or the result of other initiatives, Johnson stated that the two initiatives played a significant role in the reduction.
Johnson noted that the advisory board also highlighted how some drivers may not be aware of some existing tools and resources, giving the company the chance to update orientation material and better highlight it during engagement calls.
The feedback shared by drivers has brought meaningful improvement, such as policies that allow pets and spouses to ride along, making life on the road more comfortable and supportive. Most terminals now feature dog parks too, a result of the advisory board suggestions, accommodating drivers traveling with pets.
Recommendations from female drivers prompted changes on the safety and security side. In particular, the company changed its truck and trailer specifications for easier entry and egress. Discussions about paid parking led to company willingness to cover parking costs for safe, well-lit and secure locations.
Driver feedback also led to the installation of improved trailer clean-out facilities, especially for refrigerated freight. The company also began offering uniforms and apparel options based on the advisory board’s input.
Other discussions led to technology product evaluation, with the company discontinuing certain products and apps after drivers tested them and gave negative feedback. Concern about lengthy training videos also led the creation of shorter, YouTube-style clips for training, making information more digestible and accessible.
The CCJ Innovators program is sponsored by Comdata, ExxonMobil, Fleetworthy and Mack Trucks.
