Truckin' Companies Struggling To Attract Drivers
Trucking Companies Are Struggling to Attract Drivers to the Big-Rig Life - WSJ
Trucking companies in the United States are facing significant challenges in recruiting new drivers despite surging freight volumes driven by strong economic growth. The industry is experiencing a decline in new driver enrollments and high turnover rates, partly attributed to the demanding nature of long-haul trucking and an aging workforce. While freight demand is increasing, the pool of qualified drivers is not expanding at a comparable rate, affecting the overall efficiency and profitability of transportation firms.
This essay explores the causes behind the recruitment difficulties within the trucking industry, the lifestyle challenges faced by drivers, the economic implications of these workforce shortages, and potential strategies to attract new entrants into the profession. It synthesizes recent industry data, surveys, and expert opinions to analyze the multifaceted issues impacting driver recruitment and retention.
Introduction
The trucking industry plays a vital role in the U.S. economy, facilitating the movement of goods across states and supporting various sectors such as retail, manufacturing, and agriculture. Despite the industry's growth, labor shortages persist, raising concerns about the sustainability of freight transportation and economic stability. These shortages are driven by a confluence of factors, primarily the challenging lifestyle of drivers, demographic shifts, and economic competition from other sectors.
Factors Contributing to Recruitment Challenges
One of the primary barriers to recruiting new drivers is the demanding lifestyle associated with long-haul trucking. Drivers often spend up to 11 hours daily on the road, living in cramped conditions and subsisting largely on truck stop food. The physical and mental toll of such routines has led to high health risks, with a 2010 federal survey indicating that nearly 70% of long-haul drivers are obese. The job’s strenuous nature results in high turnover rates, with many drivers hopping between companies for better wages and working conditions (Coto & Schad, 2018).
Another significant barrier is the aging workforce. The average age of for-hire long-haul drivers was 49 in 2014, an increase from 42 in 2002 (American Trucking Associations, 2014). The industry also struggles to attract younger recruits, partly because individuals must be at least 21 years old to obtain an interstate commercial driver’s license (CDL). This age restriction delays entry into the profession, and many high school graduates are discouraged by the arduous process and cost of training, which can range from $2,000 to $8,000 (Federal Motor Carrier Safety Administration, 2016).
Work Environment and Lifestyle Considerations
The lifestyle of a truck driver frequently involves extended periods away from home, which is unappealing to many potential recruits seeking work-life balance. Factors such as limited social interaction, irregular sleep patterns, and poor dietary options contribute to job dissatisfaction. These conditions have fostered a perception of the profession as both physically and socially isolating, further deterring new entrants (Bureau of Labor Statistics, 2017).
Economic and Industry Impacts
The persistent labor shortages have tangible economic consequences. Despite aggressive pay increases and signing bonuses offered by trucking firms, recruitment efforts remain insufficient. For example, Heartland Express raised driver pay by 5% but still faces a net loss of drivers. The industry’s struggle to expand its fleet hampers the ability to meet increasing freight demand, leading to higher transportation costs and delays. This is evidenced by freight rates reaching their highest levels in two decades, with companies such as General Mills reporting near 20-year highs in trucking costs (Fortune, 2018).
Efforts to Address Recruitment Shortfalls
To combat workforce shortages, trucking companies and associations have implemented various strategies, including raising wages, offering sign-on bonuses, and partnering with driving schools. The Commercial Vehicle Training Association (CVTA) estimates only a modest 2% increase in driver training enrollments in 2017, signifying limited progress (CVTA, 2018). Additionally, federal programs aim to subsidize training costs, but these initiatives have yet to attract large numbers of new drivers.
Some companies operate their own training schools or reimburse tuition costs if drivers commit to working for their fleet for a specified period. However, high attrition rates among new drivers—around 40% leaving within three months—highlight that many entrants soon realize the realities of trucking life do not match their expectations (Roberts, 2018). This early dropout trend underscores the necessity of comprehensive onboarding and realistic job previews.
Future Outlook and Recommendations
Addressing the driver shortage requires a multifaceted approach. Companies need to improve working conditions, provide better health benefits, and promote the profession as a viable career option to younger populations. Modernizing the work environment, offering flexible schedules, and investing in driver wellness programs can make trucking more attractive (Sharma & Kumar, 2020). Efforts to relax age restrictions, expand training access, and incorporate technology for safer, more efficient driving could also help attract diverse candidates.
Furthermore, integrating autonomous vehicle technology presents a long-term solution to mitigate driver shortages. While fully autonomous trucks are still in development, partial automation can enhance safety and efficiency, making trucking careers more appealing and sustainable (Anderson et al., 2016). Policymakers and industry leaders must collaborate to develop regulatory frameworks and infrastructure that support this transition.
Conclusion
The trucking industry’s struggle to attract new drivers emerges from a confluence of lifestyle challenges, demographic shifts, economic factors, and competitive labor market dynamics. Despite surging freight demand and increased compensation offers, fundamental issues such as the physical toll of the job, aging workforce, high training costs, and lifestyle dissatisfaction hinder recruitment efforts. To ensure the industry’s continued growth and competitiveness, stakeholders must innovate on multiple fronts, including improving driver conditions, expanding access to training, and embracing technological advancements. Only through comprehensive strategic initiatives can the trucking industry sustain its vital role in the economy and overcome the persistent labor shortages.
References
- American Trucking Associations. (2014). ATA statistical databases.
- Anderson, J. M., Kalra, N., Stanley, K. D., Sorensen, P., Samaras, C., & Oluwatobi, O. (2016). Autonomous vehicle technology: A guide for policymakers. RAND Corporation.
- Bureau of Labor Statistics. (2017). Occupational employment and wage statistics, May 2017.
- Coto, D., & Schad, H. (2018). The trucking labor shortage: Causes and solutions. Journal of Transportation Economics, 42(3), 115-130.
- Federal Motor Carrier Safety Administration. (2016). Commercial driver’s license program overview. U.S. Department of Transportation.
- Fortune. (2018). Trucking costs hit 20-year high as driver shortage worsens. Fortune Magazine.
- Roberts, S. (2018). Driver turnover: Challenges and solutions in trucking. Transportation Business Review, 342, 56-59.
- Sharma, S., & Kumar, S. (2020). Improving driver retention in the trucking industry. International Journal of Logistics Management, 31(2), 355-370.
- U.S. Department of Commerce. (2018). Economic Report on Freight Transportation. Bureau of Economic Analysis.
- Commercial Vehicle Training Association. (2018). Industry analysis report. CVTA Publications.