Driver turnover is a persistent struggle for many trucking companies, with the industry average hovering around 90%. However, some carriers are bucking this trend through an intentional focus on company culture and open communication with drivers.
One such standout is Winnipeg, Manitoba-based Searcy Trucking, an open-deck carrier specializing in machinery and heavy-haul freight. Rachelle “Shell” Baker, director of culture and driver services, has seen the 55-year-old company nearly double its fleet over the past decade while maintaining impressively low driver turnover.
Baker believes that to build a positive company culture, it must start from the top down.
“I think that even our president would argue that he’s not the most important person at the company,” she said. She further explained that over half of Searcy’s executives previously worked as drivers.
This mindset carries through to Searcy’s staff. As Baker puts it: “If you’re not thinking that the driver’s the most important person here, then it probably isn’t the best company for you because in everything we do, we put the driver at number one position here at Searcy.”
To back this claim, Baker makes open communication through regular surveys a cornerstone of her retention strategy.
“It was important for us to gather feedback and make sure that we were taking that information and actually using it,” she added. “There’s nothing worse than when you do these kinds of surveys and nothing changes.”
She also holds regular meetings focused on “how to improve the experience,” involving every staff member who interacts with drivers. And Baker always makes sure to close the feedback loop.
“It was important for us to make sure that every person that was involved or mentioned in the survey was encouraged to reach out,” she said.
This focus on culture and communication has paid off for Searcy, as demonstrated by its best-in-class driver referral rate.
“I think that referrals are our biggest source, actually, of onboarding drivers. I think our referral rate was in the high-60% last year for our drivers. So it speaks volumes when a driver is happy and they want to bring other drivers here,” Baker said.
In Baker’s view, communication and culture should always take priority over excessive spending on recruiting advertisements. Asked how other carriers can improve retention, Baker reiterated the importance of open communication, especially in a driver’s critical first month.
“It seems like when things go wrong for somebody new, they’re going to go wrong on the first trip and it’s [usually] going to be a dumpster fire,” she said.
Baker believes carriers must proactively connect with new drivers post-trip to provide consistent coaching and show support early on. By setting the expectation that fleet managers will follow up after a trip to discuss what went well or poorly, carriers demonstrate commitment to drivers’ success and drivers have constant feedback throughout their learning journey.
Focusing on nurturing a supportive, communicative environment has allowed Baker to play an instrumental role in Searcy Trucking’s impressive retention numbers.
Searcy’s approach of championing culture and maintaining open channels of dialogue serves as a model for other trucking companies to emulate. By similarly prioritizing a positive work environment and encouraging ongoing transparency between staff and drivers, more carriers could reap the rewards of greater retention.
When drivers feel heard and valued, recruiting costs take care of themselves.
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