MONTREAL, Que. — For a host of different reasons, a large number of trucking companies have had to downsize because of the economic impact of Covid-19. But the early approach to related layoffs will determine whether employees remain loyal and return to the jobs in the future.
Depending on the financial situation, fleets can opt for introducing a leave without pay rather than requiring a layoff, says Angela Splinter, CEO of Trucking HR Canada.
If layoffs are necessarily, it’s important to emphasize their temporary nature, she adds. Return-to-work bonuses could also maximize the chances of a truck driver’s return.
But the quality and
authenticity of relationships between bosses and employees remain the key to a
successful temporary separation, Splinter says.
“It’s
challenging doing it face to face, but how it is communicated is very
important. There’s no ideal time to lay somebody off. But I would say just
doing it with empathy and with caring and just being as open in your
communications and as transparent as you with your employees.”
Such
transparency might simply involve describing the loss of a particular contract,
and how it affects a certain company division, or by presenting the rehiring
plan.
“I
think it just resonates when employees know that you’re being honest with them,”
she said.
She also believes that
employers can retain these temporarily laid-off employees by accompanying and
supporting them at the start of the process and by ensuring a follow-up.
“Direct employees to any relief measures that
they can access,” she explains. And to maintain a sense of belonging, ensure
they continue to receive company newsletters.
“Even
reaching out to them personally. Calling them up and just checking in,”
Splinter adds. “You’re letting them know you care about them. Keeping lines of
communication open, employees will remember that.”
Hiring a laid-off driver
costs a lot less than starting the whole hiring process with an outside
candidate. According to Splinter, the latter option can cost $7,500 to $15,000,
depending on the extent of onboarding processes.
The fear of seeing laid-off
drivers being hired by a competing fleet is very real.
“Right
now that’s fine, but when and if consumer demand starts back up again, I
predict eventually we’re going to be back into that perennial driver shortage,”
she says.
The driver shortage may even
be compounded by the fact that some drivers will leave the industry for good
after a layoff.
“The
other concern we’re seeing is some of the older drivers, they’re leaving and
they won’t come back,” she said. “For some drivers, it was the final straw.
They just didn’t want to put themselves at a higher risk. They don’t want to
put their families at risk. Or the working conditions were such that they’re
saying ‘I’m leaving’.”
Splinter says that every
fleet manager she talks to experiences some of these cases in the workplace.
While the industry’s public
opinion has improved in the eyes of the general public, that isn’t expected to
end recruiting challenges.
Depending on the age group, fewer
than 32% of those surveyed by Abacus Data said they would be willing to
consider a career in trucking. This is despite the fact that 29% have a higher
opinion of trucking than before then pandemic.
They continue to perceive
barriers such as a poor work-family balance, high training costs, and a lack of
respect for the trucking jobs.
“It’s
improved a bit but we still have hurdles,” Splinter says of the public perception.
“We’re still not the top choice for young people when they’re looking for some
of those blue-collar-type careers.”
As
future job opportunities emerge, she expects Covid-19 to be part of the
recruiting discussions. For example, employers might need to emphasize the
safety of work environments, or the availability of personal protective
equipment.
“That
would be a new focus right now,” she says.
