In this episode of DriverReach’s Taking The Hire Road, Leah Shaver, guest host and president/CEO of the National Transportation Institute, engages in a conversation with Beth Potratz, founder and CEO of Drive My Way.

Drive My Way, a trucking recruiting platform, holds a mission to “empower drivers to live the life they want doing a job they love,” as Potratz articulated.

In the current climate of high turnover, the focus on recruiting tends to lean toward short-term objectives.

“The essence of recruiting remains unchanged, but we’ve become overly engrossed in handling copious work. In tackling these tasks, we've inadvertently transformed the process into a transactional and administrative cycle, losing touch with the human aspect and personalization,” explained Potratz.

Drive My Way adopts a long-term approach to retention by assisting drivers in finding roles aligned with their preferred schedules, locations, benefits, and other preferences. To understand what drives their career and life satisfaction, the company conducted a survey directly with drivers.

While the results of the Lifestyle and Job Happiness Survey will be featured in Women in Trucking’s Redefining the Road magazine's Monday edition, Potratz shared some insights during the episode.

One intriguing discovery involves the varying expectations across different ages and career stages among drivers.

Potratz underscores a crucial point for carriers: Among the drivers seeking improved communication from management, three out of five had been in the industry for less than two years.

“We need genuine conversations and acknowledgment that our actions directly impact people’s lives,” she emphasized.

Another notable statistic is the discrepancy between the substantial increase in driver pay since 2019 and the reduced satisfaction with current pay levels.

Potratz attributes this change to the evolving nature of jobs post-COVID-19, affecting drivers' earning potential, citing long wait times as an example.

“It’s about the correlation between what they’re paid and the added expectations that come with it. Drivers want clarity on not just ‘what will I earn’ but ‘what's required to earn that.’ It's crucial to discuss all the factors that could affect their earnings, not just the potential income,” Potratz remarked.

Attracting drivers by showcasing a company’s strengths can challenge recruiters and leaders. Potratz advises transparency, particularly concerning pay structures and calculations.

Drivers today also prioritize aspects such as equipment quality, safety commitment, flexibility for time off, presence of cameras, speed control, autonomy, and job expectations.

Retaining drivers necessitates adaptability to their evolving needs. Potratz encourages drivers to engage with management regarding emerging needs and potential solutions before seeking alternative employers.

Her advice to drivers often includes taking charge of their careers, initiating conversations with their current carriers, exploring flexibility or alternative options, emphasizing that reluctance to do so could hinder their own progress.

Drivers might explore shifting routes, schedules, or even roles within the company to attain more predictable schedules.

Given the prevalent challenges across the market, Potratz underscores the leader’s role in effective communication.

“What sets apart leaders is their ability to engage in honest conversations, addressing everyone’s experiences and viewpoints from their various roles,” Potratz concluded.