Getting out the Message: Media and Message for Effective Driver Recruitment

The challenges facing the motor carrier industry in the mid-nineties serve notice that there is no such thing as "business as usual." The 1980s were marked by the opportunities and challenges presented by the abrupt introduction of the "marketing era" and "free entry" brought about by the passage of the Motor Carrier Act of 1980. Carrier management was forced to negotiate in an environment of increased competition, over capacity, and shipper demands for higher levels of customer service. At the same time, they were given new tools such as multi-modal ownership, route freedom, and negotiated contract terms to meet the higher service expectations of shippers. The rapidly changing operating environment of the 1990's has been characterized by the introduction of a new set of uncertainties. Recognition of logistics as the last frontier for cutting costs and creating competitive advantage has led to an emphasis on developing integrated supply chains. An increased use of third parties and contract logistics, rapid strides in the development and use of technological tools, and development of long term supply chain relationships have come as a direct result. These changes are taking place within the context of a greater global orientation with its characteristic challenges of time and distance, facility and technological availability, and political and regulatory concerns. Operating within these environmental constraints has placed increased service demands on motor carriers called upon to supply the transportation links between supply chain members. The carrier's ability to meet those service demands in many cases hinges on the performance of the driver. OVERVIEW Studies have documented the importance of the performance of contact personnel for actual service delivery and customer perceptions of service quality. (1) There is increased pressure on today's workforce to deliver the level of service demanded by customers. For motor carriers, driver performance may be critical to the successful fulfillment of customer expectations. (2) The importance of contact personnel in the delivery of services highlights the need for motor carriers to develop and maintain a skilled and stable driver pool. (3) Yet, driver turnover rates continue to be in excess of 100% per year for many carriers. (4) This means that carrier management must continuously seek to attract and retain qualified drivers. (5) Attracting drivers and retaining them represent two separate issues. Retention concerns the efforts made by the carrier to determine the incentives and working conditions needed to retain those drivers who are satisfactorily meeting the requisite performance standards. Recruiting concerns the communication of employment opportunities and conditions in an effort to attract drivers who are qualified, willing, and able to perform the tasks necessary to meet the standards of performance mandated by the carrier and the carrier's customers. Recruitment advertising studies range from the development of an "Applicant Attraction Strategy" (6) to determining the most appropriate advertising messages. (7) Studies have also focused on the use of the individual communication methods. Magnus noted that while the same basic communication methods are being used, there has been a move to use more innovativeness and creativity to achieve the desired results. (8) Examples of this include the use of direct mail, televised interviews and cooperative programs with training institutions. DESCRIPTION OF THE STUDY Recruiting costs may vary for different companies. However, those costs which are a part of finding and preparing a driver to fulfill his/her role as the provider of transportation services include; advertising costs, recruiter travel, referral bonuses, the recruiter's salary and benefits, and any training and administrative costs related to preparing the driver to assume his/her role as a qualified service provider. …