Transcript Slide 1

NRMCA 2007 Developing Industry
Leaders
Driver Recruitment and Retention
La Jolla, CA
March 18 – 21, 2007
Developing Industry Leaders
Group Members
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Darryl Keiser, New Holland Concrete
Brad McMahon, Transit Mix Concrete
David Semones, Lafarge North America
Matt Smith, Smith’s Ready Mix
Leif Yderstad, Lafarge North America
Tom Zais, Texas Industries (TXI)
WWW. NRMCA.ORG
2006 DIL Driver Recruitment and
Retention Summary
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Driver Recruitment and Retention Survey
Distributed Through NRMCA
Results of Survey - Factors Impacting Recruitment
& Retention:
 Labor Pool
 Hours of Operation
 Compensation & Benefits
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2006 DIL Driver Recruitment and
Retention Summary (cont.)
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DRR Task Groups
 Objective – Develop strategies to solve Driver
Recruitment and Retention Issues
 Recruitment Strategies
1. Improve Image of Industry through
Communication
2. Customizable Material to Promote Industry
3. Conduct Labor Pool Market Research
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2006 DIL Driver Recruitment and
Retention Summary (cont.)
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DRR Task Groups
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Retention Strategies
Comparative Compensation Statistics
Develop Front Line Supervisor Training
Promote Industry Image
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2007 DIL Group Objective
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Conduct Market Research to Identify Comparative
Compensation Statistics
Identify Benefits Most Important to Drivers
Understand Why Drivers Leave the Industry
Provide Best Practice Recommendation
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Wage and Benefit Survey Summary
2006 Comparison
Class B Drivers
Southeast
Short Haul
S. Central
Short Haul
National Truck
Drivers Long Haul
US Labor Dept
Concrete
NRMCA Nat’l
Averages
Hourly Rate Avg
$15.00
$16.82
$17.50
$16.34
$16.19
Salary Avg
$35,000
$37,600
$40,000
$33,980
$35,847
Hourly Entry Rate
$12.50
$12.65
$15.25
$14.40
Top Hourly Rate
$18.00
$22.50
$24.37
$21.58
Incentive Pay
Attend/Safety
Bonus
Load Bonus
Mileage Bonus
Mileage/Load/S
afety/Attend
Vacation
1-2 weeks
1-3 weeks
1-5 weeks
1-5 weeks
Health Benefits
Yes
Yes
Yes
Yes
Retirement Plan
Yes
Yes
Yes
Yes
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2006 NRMCA National Mixer Driver
Championship – Driver Survey
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27 Drivers Participated in Job Satisfaction Survey
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Championship Driver Demographics
 Average years with company was 11. 2 years
 Average years driving mixer 13.1 years
 Driver championship competitors represented 16
states. The biggest US concrete producer states, CA,
FL, and TX (~ 25% US annual capacity), represented
31% of the driver championship participants.
 The sample pool of drivers is not a valid data set for
comparison against mixer drivers in the industry-atlarge.
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2006 NRMCA National Mixer Driver
Championship – Driver Survey
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Goal of Survey: Ascertain Positive and
Negative Aspects of Job
Top 5 Job Satisfaction Factors ranked in
order:
Relationships with co-workers
Condition of equipment
Company Reputation
Company emphasis on Safety
Company valuing diversity
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2006 NRMCA National Mixer Driver
Championship – Driver Survey
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Top 5 Least Satisfying Job Factors ranked in order:
Management lack of involving drivers in company
improvement
Disciplinary Actions by Supervisors
Supervisor hiring – interviewing – driver selection
process
Management lack of recognition for a job well done
Management not encouraging drivers to share
ideas or feed back.
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2006 NRMCA National Mixer Driver
Championship – Driver Survey
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Top 5 Reasons Drivers Quit Their Job
Work Hours
Pay / Compensation
Supervision / Management
Job Duties
Lack of Respect or Recognition
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2006 NRMCA National Mixer Driver
Championship – Driver Survey
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Condition of Equipment Highlight
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Driver personal connection to their truck and
sense of personal ownership
Management policies that respect the sense of
personal ownership
Drivers should be dispatched by name not truck
number
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Best Management Practices
Wages and Benefits
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The Ready-Mix Industry appears to be relatively competitive
with respect to wages and benefits across all trucking
industry segments. Areas of key importance:
Financial Security and Retirement Programs
Consider 401(k), IRA, or a Profit Share vesting
Performance Rewards
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Consider performance pay programs to equitably reward top
performers and tenured employees
Hours of Service
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Clearly identify expectations of position in hiring process and
continually reinforce the importance of scheduling flexibility in
communication program
Consistency
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Exercise consistent wage treatment between locations of all
employees
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Frontline Management Training
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The Changing role of a Supervisor
Transitioning from Employee to Supervisor
Skills needed to be an effective Supervisor
Developing others – Building a team
Progressive Discipline
Recognition of a Job Well Done
NRMCA will Launch a Front Line Supervision
Workshop this Fall
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Best Management Practices
Consistent Personnel Management Weaknesses
Areas for improvement:
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Establish consistent communication pipeline with
drivers
Emphasize front-line management and daily
contact with supervisors
Publicly recognize and reinforce positive
behaviors
Continually educate front-line personnel on
executive vision and strategic initiatives
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Best Management Practices
Communication Enhancement
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Monthly Employee Newsletter
 Establishes a consistent communication
pipeline with drivers
 Presents opportunity to publicly recognize and
reinforce positive behaviors and organizational
successes
 Should include photos of personnel, events
and activities that represent the spirit of the
organization
 Should include personal executive updates on
goals, initiatives and strategic vision for the
organization
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Best Management Practices
Feedback Establishment
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Execute an annual employee survey (sample
survey in appendix)
Should be anonymous
 Investigate employee perceptions on organizational
and management strengths and weaknesses opposed
to an evaluation of employee satisfaction
 A survey specialist should be engaged to assure
collection of valuable information
2 NRMCA Committees (Operational, Environmental,
and Safety as well as Educational Activities
Committees) have recommended for the NRMCA to
conduct a national mixer driver survey
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Best Management Practices
Feedback Establishment
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Implement employee suggestion/comment mechanism
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Provide suggestion boxes and comment cards at each plant or
truck base location
Consistently respond to suggestions through newsletter or posted
memorandums at each plant or truck base location
Management should acknowledge all suggestions and respond
appropriately by taking action or explaining a lack of action
Publicly post organizational initiatives and progress
reports
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Should include overall organizational performance
Declaration of organizational goals and monthly progress
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Best Management Practices
Advancement and Training Opportunities
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Concrete Delivery Professional Program
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Driver Trainers/Mentor Drivers
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NRMCA Program to enhance prestige and professional
recognition
Provide supervisory experience and establish personal
connection with other drivers. Facilitates sharing of best
practices.
Concrete Technologist Certification
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Enhances QC and offers new career paths to drivers
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Summary
The wages and benefits offered by most R/M companies
are relatively competitive with other trucking
organizations. Most trucking companies fail, however,
in fundamental personnel management practices.
Driver Retention can most significantly benefit from
the implementation of sound personnel management
practices and the establishment of clear lines of
communication with each employee. Several BMPs
have been identified through the course of our
research and continued identification of programs
should be encouraged to differentiate the R/M
industry from other trucking segments.
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