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THE DRIVER HIRING GAMBLE. Are You Addicted?. There is a job-seeking CDL holder in front of you. Can you just say “NO”?. Are You Hiring Your Problems?. Why would you want to change, if you are? Who cares what I do? Why do they care?.

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  1. THE DRIVER HIRING GAMBLE • Are You Addicted?

  2. There is a job-seeking CDL holder in front of you • Can you just say “NO”?

  3. Are You Hiring Your Problems? • Why would you want to change, if you are? • Who cares what I do? • Why do they care?

  4. Every decision a trucking executive makes – from who is sitting behind the wheel to the kind of equipment purchased can have an impact on safety.

  5. While most executives view safety through insurance and related costs, there are more complicated cost factors that can affect a carrier’s financial performance.

  6. Can create an unacceptable financial burden for any company

  7. An applicant who lacks experience or has a poor safety record may cause thousands of dollars in accident claims and jeopardize the safety reputation of your company

  8. Cutting corners in the hiring process can have serious consequences.

  9. “The best a person is ever going to be is at the time they put in an application.”

  10. The cost of idle trucks—measured in higher equipment costs, lost revenue, etc. is offset by…….

  11. …the risk of having a major accident that could result in higher insurance premiums and legal expenses.

  12. Analysis of safety award winners • Average operating ratio (expenses divided by revenue was 0.63% better. 95.48% vs 96.11% • Insurance costs were 0.12 cent less per mile. 7.5 cents vs. 7.62 cents. • ( this was a 1999 survey by Transport Topics)

  13. Operating Ratio • Expenses vs.Revenue • 97%, for example

  14. $.97 cents of every $1.00 • Goes to run company as it currently operates

  15. $.03 of every $1.00 covers • Improved driver wages • New equipment • Unexpected expenses, such as accidents • Fuel price increases • Costs of new regulations

  16. At our example 97% operating ratio • How much additional revenue must be created to cover a $1000 accident (or any other unexpected $1000 expense)?

  17. Answer…… $33,333.00 in additional revenue

  18. Intangibles Competitive Advantage

  19. Intangibles Company’s reputation and employee moral

  20. Driver Retention

  21. Poor hiring decisions • Can further aggravate driver turnover

  22. Poor Hiring Decisions result in • Poor quality attracting more poor quality • Fewer referrals from present drivers • More time to do verifications • More drivers leave in less than 30 days • More time spent to do past employment verifications for their next employer

  23. Employee morale work quality can be affected

  24. Tracking down every reference can be difficult and time-consuming.

  25. When you’re tracking the information for a poor quality driver, it’s hard to be proud of your work—or of your boss who made the decision to hire.

  26. If you dump a driver, he’s someone else’s driver tomorrow.

  27. A driver with an unstable work history may soon add your company to a long list of previous employers

  28. Public Perception

  29. Recent news article • Overturned semi shut down I-65 for 3 hrs. • 23 yr old driver • 5 passengers were in the vehicle • 3 passengers thrown from vehicle • 2 two-month old babies and a 2-yr old • No seat belts were worn

  30. Shipper Confidence

  31. Drivers who have a history of customer service complaints or performance related problems may jeopardize valuable customer relationships.

  32. Shippers enjoy safe and dependable delivery of the goods entrusted to us.

  33. Workplace Violence • Are you asking the right questions to uncover possible dangerous situations?

  34. SafeStat If you’re a small company one out of control driver can haunt you for at least 30 months

  35. Indiana company with 4 drivers • 8-19-99, one driver received • Use or possession of alcohol • OOS No or invalid driver’s license • OOS Tire depth less than 2/32

  36. Audits • More time allotted to complete • Higher fines

  37. Unsatisfactory = Unsafe • Late 2000 ruling • 60 days to improve

  38. Insurance Insurability and cost of premium

  39. Insurance and claims costs • 2% to 3% of revenue is considered very good by industry analysts • “normal” is 4% to 6% according to 1999 information from Great West Casualty (including out of pocket expenses and reserves)

  40. Factors that influence insurability and/or cost of insurance

  41. Failure to establish written qualification standards for selection of mature and experienced drivers.

  42. Failure to follow driver qualification standards, policies and procedures, including FMCSR Part 391.

  43. Permitting unqualified drivers to drive.

  44. The motor carrier as well as the examining physician can be held liable for damages that occur if a driver is erroneously found qualified to drive and has an accident.

  45. True story: • File completed in TX faxed to IN for review • File completed on Friday • Driver assigned truck on Friday • Accident on Saturday, left turn over the top of an occupied Lincoln • Driver left the scene • Driver tested positive for alcohol after accident

  46. True story (continued) • TX MVR didn’t divulge prior drug/alcohol related problems during teenage years. • IN review of long form physical indicated driver should not have even been hired. Vision in one eye was 20/50.

  47. Permitting falsification of logs

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