NO force Haulage is all about running trucks, but at
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the end of the day it is the drivers who get consignments from A to B. Unfortunately, such staff are not always in plentiful supply. Tim Maughan visited three Bristol hauliers, from the modest to the mighty, to see how they hold on to their vital assets...
VII!hen CM drops in to see hauliers, drivers are not often seen. That's to be expected, or at least hoped. If business is going well, it inevitably means such staff are out on the road, making money for the firm. Sound Class i drivers are essential to any company and, like any other employee, they can choose to move on. So how does the haulier build driver loyalty, and what incentives should he offer? How can he hang on to the man behind the wheel?
As soon as we speak to David Chivers, office manager of David Hathaway Transport, based in the district of St Philips Marsh, the importance attached to drivers is made clear. The firm owns 20 trucks and an additional to vehicles are on subcontract. Much of the work involves transporting print and packaging throughout the UK. The Hathaway fleet is well served by its drivers, but in the wider scheme of things the situation is not all that rosy: "Drivers are scarce," says Chivers. "All our staff are salaried, they earn bp for a 6ohour week. I don't know any other hauliers who pay a salary."
Hourly rate
It is true the majority of drivers are paid an hourly rate, they get paid quite literally for exactly the time they work. This is not so with a salary. Even in a relatively quiet week the driver has the peace of mind that he will be receiving sufficient money—and in a hectic week he will get overtime money as well.
Paying salaries benefits the haulier as his financial forecasts are more predictable. But this system is of benefit to the driver as well. In Chivers' estimation it is worth it: "We need good quality staff," he says.
Money is just one part of keeping drivers loyal to the firm. According to Chivers, staff require more than cash. "Twice a year our warehouse staff and drivers have a meeting with me. We sit down and talk about the job." Such communication is vital, believes Chivers. Any problems can be ironed out, and that benefits all parties. "This helps retain the staff," says Chivers. We take the staff out for a meal twice a year," he adds, and there is also a staff meal at Christmas, again paid for by David Hathaway Transport.
Hathaway's drivers are provided with free boots, trousers and sweaters. Such provision is commonplace in the industry, but in the case of Hathaway the firm went one further, and bought fleece jackets for the drivers. In return for these perks, drivers must have a clean licence, solid experience (especially in multi-drops) and good UK road knowledge. It is a two-way process, but Chivers is in no doubt those drivers have to be retained. "It is about having the right man, he is our ambassador."
We move on to HH Transport Services, in Avonmouth. "We do general haulage work, taking on all sorts of freight," explains partner Richard Harris. Much of the work involves shifting turf, as well as industrial safety flooring and roofing lead. The fleet includes six trucks and a van.
"When we interview drivers we try to gauge whether they have enough common sense, if they can do the work on their own, They must be confident in their own minds they can get the job done," says Harris. Drivers often need to enter customer's premises to collect goods—such visits may be outside normal working hours, meaning the driver is given lock combinations. Above all, drivers must be able to think for themselves, be personable with customers and be reliable, he explains. Trust is crucial.
Such qualifies are essential in haulage; any operator worth his salt will look for a driver with the necessary charac ter for the job. But that same driver can put himself on the job market—and it is the haulier's job to keep the valued member of staff
Harris says: "They are paid what we consider to be a good basic wage, and they are paid overtime if they work over 40 hours a week." The company also provides 18 days paid annual holiday; and bank holidays are also recognised and paid for.
Like David Chivers of David Hathaway Transport, Harris firmly believes there is more to retaining drivers than money and holidays. In his days as a truck driver some 15 years ago, Harris remembers somewhat barren vehicles, Today things are a little different—the firm recognises drivers need comfort and, accordingly, its trucks have sleeper cabs. It's another way of nurturing contentment with your drivers.
Wider trends
The value of good drivers cannot be overstated. But sometimes wider trends are out of the hands of the haulier. Harris says: "Last year two drivers left the company; one is now running a pub, and the other is now world outside haulage." In such a case retaining the driver is impossible, and it's not as if the valued member of staff has defected to another firm. Quite simply, they have quit haulage. Conversely, if a driver is consistently incompetent, or does not have a solid work ethic, then Harris won't waste time—the driver will have to go.
Like David Hathaway Transport and HH Transport Services, Bristol-based fleet operator Lane Group recognises only too well the indispensable nature of solid drivers.
An army of 35o drivers is employed by the fiart and they, like Hathaway drivers, are salaried. The company operates its own transport staff agency, PL Workforce. Adam Lane, general manager of PL Workforce, says the
firm requires all the usual qualities: competence; an eye for customer care; and so on. In return, it looks after the people who drive the trucks and their families. For example, its death in service payment— equivalent to one year's salary—is awarded to a member of staff's family if the worst should happen. He says of the award: "This is quite unusual in haulage." That sum doubles if the member of staff is part of the company pension scheme.
Drivers who fall sick and lose their Class I are protected by the Loss of Licence scheme. Here, the drivers receive a lump sum payment. Such generous cash sums are backed by the insurers behind the scenes, but Lane Group does take the time to organise the wider umbrella of protection.
A Lane Group spokesman explains the firm's values award scheme: "This is for good work done by the staff. Every month a manager can nominate a member of staff for the award." The hard-working employee then receives gift vouchers. And there's more. Each year drivers not involved in an accident, or who incur no complaints from customers, colleagues, or the general public for the past 12 months are awarded £100. Such financial rewards are beyond the employer's typical call of duty—but worth their weight in gold if you want to keep valued drivers.
However, Richard Harris of HH Transport Services sounds a note of caution: "Even experienced drivers can let you down."
But one thing is certain. The more incentives you give the man behind the wheel, the more likely he is to stay on board, and that's beneficial for all parties.