Letter to the Editor: Ombudsman Needed

B>From Howard Penwitt

I>Safety & Personnel Director

an Western Transportation

I couldn’t agree more with some of the issues your reporter presented in the May 28th issue regarding driver shortage (“Cirillo Lays Blame for Driver Shortage at Industry’s Door,” p. 3).

The trucking industry is its own worst enemy when it comes to driver retention. The executives sitting in the high-rise office think they have the answer, but they can’t see the ground floor to witness the disrespect and abuse that drivers are subject to.

I used to think that the best dispatcher would be the ex-driver, as they’ve been there, done that and would display empathy for their drivers. Unfortunately this very rarely occurs. In most instances a metamorphosis takes place when they attain the dispatch status. There appears to be a total transformation in their thought process, and the interaction skills that build relationships.

To enhance their relationship with the terminal manager or upper management, they use the driver as a doormat to gain entrance to the elite clique. Drivers are forced to run illegal to make their dispatcher look good, but he deprives them of their proper rest. They run the gauntlet of untruths, from getting a load to when they can have some home time.

Many who may voice concern to their dispatcher are told, “It’s my way or the highway.” Rather than playing an adversarial role with their dispatcher, the lesser of two evils are to look for another carrier. For the most part, the driver experiences the same scenario but with different faces.

What a carrier needs is an ombudsman for drivers, who can address and resolve driver issues — someone who has total control and authority. Too often drivers will air their problems or complaints to an individual that is the source of the problem, or to one who doesn’t have the time or just doesn’t give a damn.

Drivers are our most valuable resource. We should do everything within our power to maximize retention. Depending on your training program, the initial investment can be very substantial for every new driver. Reducing the turnover rate as little as 5% to 8% can subsidize an ombudsman.

Just having an ombudsman can have a positive effect on the driving staff. I’ve personally witnessed drivers who were borderline malcontents become proactive drivers when someone addressed their concerns. The morale factor increased substantially, and that had a positive impact on productivity.

These same drivers got involved in activities representing the company at neighborhood high schools, on how to share the road with big trucks. They won state driving competitions and participated in the Nationals. They supported children’s charities in driving competitions. They amassed awards and trophies that filled five trophy cases in a period of four years. What started out as just a few drivers competing escalated to almost 50. The company had to raise the qualification criteria for drivers to participate.

The turnover rate was practically nil, accounted for only by attrition and/or termination for violation of FMCSA regs.

There are plenty of good drivers out there looking for a company that will give them the respect they deserve. Retention can be achieved. You just need an individual who has empathy and the desire to see that drivers are treated fairly.

This letter appears in the June 18 print edition of Transport Topics. Subscribe today.

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