engaged drivers

A Positive Correlation: High Communication = Highly Engaged Drivers

Hey there: New Year, New You! While most of us agree to and then forget personal resolutions within weeks of the start of the year, setting meaningful goals for your business is still a worthwhile endeavor.

When you’re thinking about ways your company can improve in 2021, employee engagement is where you should start. For most companies, regardless of industry, a fully engaged workforce isn’t common, and this ultimately leads to an unhappy workforce looking for change. 

While that may seem like a grim scenario, there’s good news. You can positively impact your team’s engagement by taking steps to improve your communication. Employee engagement can also help you cut out the guesswork in deciding what to prioritize next. Read on as we take a deeper dive into the topic.

Why Engagement Matters

The value of engagement is pretty simple: Engaged drivers perform better. This is particularly true within the trucking industry — drivers who are engaged with a trucking company are less likely to seek employment elsewhere. This reduces constant churn and boosts retention.

But it’s also bigger than that.

Engaged drivers can be your brand’s best advocate, promoting your business to other drivers (and peers in general) as a positive place to work — and to do business with.

With all that said, though, it’s eye-opening to look at the current state of employee engagement in the American workforce. A number of studies have found that very few employees feel engaged in their work — in fact, a Dale Carnegie Training research study found that only 30% of employees report being engaged.

And how do engaged drivers perform differently than those who have become disengaged? A Gallup Survey found that companies with highly engaged workforces are 21% more productive than other businesses. That’s a big difference, and one that can have a significant impact on your company’s bottom line.

How Meaningful Communication Boosts Engagement

When surveyed about engagement, many employees cite poor communication within a business as a reason they are disengaged. Communication difficulties aren’t exclusive to the trucking industry, but with the nature of truck driving, it is innately more challenging to have an open and continual dialogue with drivers.

Taking a thoughtful look at how your business communicates is an important step toward improving engagement. Building a feedback mechanism can help promote two-way communication between drivers and the rest of the team.

“Putting a feedback mechanism in place improves engagement because it gives drivers a clear understanding about the path to communicate,” says Katie Love, Marketing Manager at WorkHound. “Just based on where drivers sit in their jobs, getting in touch with someone in the office can be difficult. Offering a communication channel can help clarify where their feedback needs to go because it’s all collected in one location. Then the company can funnel that to different channels as needed.”

There’s an added benefit to using a tool that allows for anonymous feedback — it enhances driver trust.

“Since one of the reasons drivers don’t communicate is a fear of retaliation, having an anonymous feedback mechanism builds confidence in drivers and gives them the freedom to share exactly what’s on their mind,” Love says. “So they’re more likely to do it more often.”

The WorkHound Difference

Effective workplace communication requires a multifaceted approach. But having WorkHound as one tool in the toolbox can make a tangible difference in enhancing driver engagement.

“WorkHound reaches drivers directly where they are,” Love says. “It isn't actionable to say ‘come to me when you have a need.’ This instead brings the company directly to the workers. They have a communication channel in their pockets.”

Being able to quickly text concerns, questions or praise puts drivers in the literal driver’s seat of communication.

“Rather than asking drivers to meet a business halfway, this tool is meeting drivers where they are,” Love says. “It allows companies to reach out and have a personal touchpoint with their drivers at least once a week. While that may not sound like much, it can really make a significant difference.”

Looking to use WorkHound to engage with your driver team? How you use the tool is the most important factor.

“We call this the feedback loop — requesting feedback, receiving feedback, and responding to feedback,” Love says. “Showing drivers that their voices are being heard and used to inspire positive change builds trust and encourages continued engagement and loyalty.”

Ready to use meaningful communication to enhance driver engagement? Sign up for a free demo to learn how we can help.

feedback matters

Perspective: Value Feedback to Aid Driver Retention

The following piece was written by WorkHound Co-Founder and CEO, Max Farrell and has been published by Transport Topics in the December 21, 2020 print edition.

In a year where so much has changed, 2020 has shown some small glimmers of hope regarding driver turnover. According to American Trucking Associations, driver turnover hit a low of about 82% when freight slowed, but that’s still tough for business when the cost to replace a driver averages between $5,000-$8,000.

Companies leading in loyalty have learned that one of the first steps in effecting change in turnover is finding out why it’s happening in the first place. Changing policies and procedures because you think they’ll make a difference is sort of like a doctor prescribing a medication before they’ve ever seen the patient. Assumptions are expensive: You’ve got to ask drivers what’s going on before making decisions about how to keep them.

And it’s not enough to ask for feedback once or twice. Feedback has to be collected routinely to properly understand driver priorities. What worked last year might not work this year, and 2020 has proven why it’s so important to stay agile.

Even when everything felt stagnant and unchanging, drivers had the ability — and with considerable immediacy — to find a new job as soon as they experienced frustrations with an existing employer.

But data also shows us that turnover happens as a result of the straw that breaks the camel’s back, rather than a surprising turn of events.

To be clear, what we now know is this: Turnover for truck drivers, like other careers, is a slow burn, rather than a spontaneous combustion. It’s a buildup of events, rather than an impulsive decision.

So, what can we do to change turnover rates?

Read the full perspective piece via Transport Topics, here.

How to Recognize Driver Burnout Warning Signs

2020 has created the perfect recipe for burnout in drivers, and we’re just now hitting driver burnout season. Between health-related pandemic fears and everyday worries about work, family life, and the state of our nation, the year has been the perfect storm of chaos.

That’s magnified even further for truck drivers, who have spent much of the year facing ongoing uncertainties. Whether they were on the road and worrying about protective gear or at home worrying about having enough time on the road to cover their bills, drivers have had to handle so much.

All of that stress, worry, and anxiety greatly increases the risk of burnout. While burnout isn’t an official medical condition, it can wreak havoc on a person’s physical, mental, and emotional health. This, in turn, can negatively impact all aspects of life, including work performance.

Would you recognize the signs of burnout in your drivers? Because you can’t see drivers on a daily basis, keeping tabs on their well-being can be more difficult. But having a good understanding of burnout and its symptoms is a step in the right direction.

The Facts About Burnout

Burnout is defined as a “state of emotional, physical, and mental exhaustion caused by excessive and prolonged stress.” It’s a feeling we’ve all likely experienced at one time or another.

Feeling burned out is common even during “normal” times, but 2020 has been far from normal. With all of the things going on around us, burnout has become even more common during the COVID-19 pandemic. While burnout can be caused by stress of any kind, including that related to relationships or caregiving, it’s most commonly the result of work-related problems or a lack of work/life balance. 

When you add what’s happening in the world around us to the normal stress of work and life, it may feel like the weight of the world is on your shoulders. This phenomenon is actually a medical condition called “secondary traumatic stress” or “compassion fatigue.” Put simply, we’re overwhelmed by everything that is happening this year, and that leads to burnout.

The Signs of Burnout

Because feeling burned out can affect every aspect of health and life, there are many different possible symptoms. These include:

  • Changes in sleep habits or appetite
  • Diminished work performance
  • Emotional exhaustion
  • Extreme fatigue not alleviated by getting adequate sleep
  • GI issues
  • Headaches
  • Increased frustration about work tasks 
  • Increased irritability with coworkers or customers
  • Use of drugs, food, or alcohol to cope

A Company’s Role in Combating Burnout

Because truck drivers are the original “remote workforce,” you won’t be able to visually see most of these indicators of burnout. Drivers have to self-report in order for you to know that they’re being affected.

Your first best step is to provide drivers with ample information about what burnout is and what the signs of burnout look like. Being armed with this information can help them know when to seek assistance and support.

Admitting to feeling less than your best or facing mental health issues can feel like failure to some people, therefore having a feedback tool like WorkHound that provides anonymity can be vitally important.

“Having feedback as an outlet can help employees who may not feel comfortable speaking up,” says Max Farrell, CEO & Co-Founder at WorkHound. “It gives them a proactive outlet to express their concerns, allowing the worker and the company to identify whether they’re starting to show risk factors of burnout.”

Allowing for that type of feedback also helps businesses take steps to make improvements and take actions that support their drivers and other employees.

“For the company, having a feedback outlet can help them understand changes that may need to be made,” Farrell adds. “Or they may be able to identify services that need to be offered to provide employees with the support they need to handle personal challenges, as well as the ones we’re all facing right now.”

Proactively Equipping Your Team

As important as it is to inform your drivers about burnout warning signs, carriers should also consider additional, tangible ways to proactively prevent burnout. 

University of Arkansas’ latest research on burnout shows that inefficacy, or the feeling of ineffectiveness, is the final stage of burnout, leading drivers to quit. More importantly, the report notes, “Drivers experiencing inefficacy may feel both unproductive and incapable of succeeding in their current role due to a lack of skills or resources.” 

Skill development training is a sure way to intercept and address burnout at this level. Equipping drivers with new skills or refreshing their expertise can empower their growth and loyalty to your company.

Our friends at Instructional Technologies Institute give your drivers the tools they need to skill-up and handle stressful situations while steering them away from incidents and burnout. Training with ITI prepares drivers for what’s coming, how to deal with it, and gives them a confidence boost when they need it most.

  • The Winter Driving lesson is full of tips like what to do if you get stuck in the snow, maneuvering through a skid, and the best way to install tire chains.
  • Our Fatigue Management lesson teaches drivers how to identify and combat drowsy driving.
  • Slips, Trips, and Falls lesson help prevent debilitating injuries.
  • Road Rage helps drivers deal with their frustration on the road.

By assigning lessons like these, you not only instill safe driving habits, you send a message that your fleet cares about driver wellbeing.

Learn more about how ITI can boost your company’s culture and correct course on driver burnout.


The most important thing that trucking companies can provide during these trying times? Empathy.

“It is really important for leaders to recognize that we’re unusually stressed right now and not to make snap judgments about how things are affecting work temporarily,” Farrell says. “They need to be empathetic. It can be the difference between workers staying at the company and leaving for a company that may do a better job of accommodating mental health.”

Ready to learn more about retaining your drivers amidst burnout? Save your seat at this upcoming webinar.



What Drivers Are Saying About Uniforms

It’s a question we get every so often from trucking companies: “What do drivers think about uniforms?” But while looking for an answer might be on the minds of company execs, it’s interesting to note that in many cases, it’s not a hot topic for drivers, unless it specifically is, say, in times of extreme summer heat.

While uniforms would fall into the category of “equipment,” drivers have different priorities. They’re much more interested in ensuring their truck and its equipment work efficiently and, more recently, that they have the protective gear needed to navigate the COVID-19 pandemic.

That said, clothing may not seem like a big-ticket item for drivers or companies, but it may be an area where you gain traction and trust with your drivers. Read on as we shed some light on the topic.

A New Trucking “Uniform”

Driver demographics have evolved over the years and are now more inclusive of women and minorities, but some stereotypes from outside the industry still persist.

When you see a truck driver pictured in a magazine or on TV, you often see someone who’s wearing comfy clothes. The stereotypical driver image is often wearing a worn-in flannel shirt with a pair of jeans.

The reality, though, doesn’t necessarily mesh with the stereotype. Drivers today come from all different backgrounds, with distinct and unique preferences. That shows up in their wardrobes, which vary a good bit from driver to driver.

What Drivers Want

While we don’t get much feedback about clothing, there is an overarching theme in the comments we do receive.

“There’s a bad perception that drivers do not care about their appearance,” says Katie Love, Marketing Manager at WorkHound. “But the feedback tells us that drivers want to appear professional and represent their company well.” 

So, if drivers want to appear professional when they’re on the job, doesn’t that lend itself to the case for requiring uniforms? Maybe — maybe not.

Every company has specific factors to consider when determining whether a uniform or clothing policy would be beneficial. This often depends on the type of freight or product being hauled, for one.

A good bit of the feedback we receive about clothing comes from drivers who work for oil companies, or haul hazmat, who are often required to wear long sleeves and pants. Because the clothing requirements of that sort are dictated by insurance coverage or safety guidelines, open communication is important.

“If companies can find ways to better communicate about uniform needs, it’s beneficial,” Love says. “And companies can also take steps to make wearing specific clothing more comfortable. If long sleeves and pants are required, for example, a company needs to take extra care to ensure drivers’ AC units are functioning properly in the summer months so that drivers can stay cool.”

Breaking Down the Bottom Line

Because drivers, by and large, want a professional appearance when they represent your company, a uniform may be beneficial. But it doesn’t have to be a stringent uniform — it may be something as simple as requiring a company-provided shirt with the company logo on it.

A basic requirement such as that one allows drivers to appear clean, pulled together, and representative of your brand, without being uncomfortable.

Ultimately, what will work best for your business will depend on what your drivers want and need, so listening to them is a great first step. While a clothing policy may feel low on the priority list, it’s usually something that can be easily and quickly implemented or adjusted as needed.

“Even if your company isn’t getting a lot of feedback about clothing, this is an area where you can actually take quick action when you do hear from your drivers,” Love says. “Compare that with something about pay, which requires a lot of data to inform change.”

It’s a small thing that may have a big impact.

“It may not be the thing that causes drivers to leave,” Love adds, “but it could be the thing that keeps them from encouraging their buddies to join the company.”

Ready to put WorkHound to work for your business? Sign up for a free demo to learn how we can help your business.

exit interview

Exit Interviews: Intention vs. Reality

Exit interviews seem like a good idea for businesses. You have an employee who’s leaving your organization, so why not gather information from him or her about what works and what doesn’t?

Many businesses have some form of an exit interview in place, hoping to gather insights that can help guide them moving forward.

While that’s a perfectly understandable intention, the reality around exit interviews is very different. Let’s take a look at a few scenarios in which exit interviews don’t live up to their intentions.

Intention: Employee shares detailed feedback about situations that can be improved.

Reality: Employees who are leaving your company aren’t likely to share honest feedback.

Why? Could be any number of reasons, actually. It’s not uncommon for employees to withhold candid feedback or water down some more serious issues they’ve faced.

“Companies use exit interviews to try and learn what would have prevented a worker from leaving,” says Max Farrell, CEO & Co-Founder at WorkHound. “They want some honest feedback that will help them make work better for everyone else — a little operational intel. But the reality is, there’s a possibility that employees might want to work at a company again, even as they’re leaving. They don’t want to burn their bridges, so they respond with pleasantries instead of honesty.”

Intention: Employee shares concerns and issues related to other workers.

Reality: While you may get some of this information as an employee leaves your company, the exit interview doesn’t give you a chance to really fix the issue.

If you use an exit interview as a chance to get intel about the employees who remain on your team, you may get some information, but it can fall into two categories: inaccurate and overblown or truthful but too late.

“A business has accepted that a worker is going to leave, so they use the exit interview as a chance to get the ‘scoop’ on other employees and what they’re doing,” Farrell says. “But learning that information after the fact doesn’t allow a business to correct course and try to retain an employee. It really only builds a culture of broken trust and gossip among those who remain with the company.”

Intention: Employee shares competitive details about his or her next employer.

Reality: It’s unlikely that most employees will be willing to share details about their future employer.

Some businesses use exit interviews as a chance to try and obtain information about competitors and other businesses, either in their industry or outside it. They look for details about how competitive they are against other employers in areas such as time off, benefits, and pay.

This is an area where most exiting employees will share little or no information, the exception being if they’re looking for a counteroffer — in which case you probably should have had that conversation prior to the exit interview.

Why Continuous Feedback Is a Better Option

When you’re relying on exit interviews to provide you with information, you’re missing the opportunity to make real-time changes and retain employees, thus preventing the exit altogether.

“Exit interviews largely leave companies looking for honest information amid fluff instead of actually helping them fix their problems,” Farrell says. “Continuous feedback, on the other hand, can prevent a worker from ever getting to the point of leaving. It can prevent the turnover from happening by providing a chance to intervene.”

A tool like WorkHound allows employees to share meaningful and candid insights when they’re actually experiencing an issue. That means that companies have an opportunity to course-correct and improve retention.

“When you work to gather feedback in real-time, you can work to make changes that prevent exit interviews from ever even happening,” Farrell says. “The reality is that in many cases, people are willing to share candid information while they’re still with a company — you just have to give them an outlet to do so.”

Ready to put WorkHound to work for your business? Sign up for a free demo to learn how we can help your business.

feedback matters

[WEBINAR] Capturing the Crunch: Critical Driver Feedback in Q3


annual surveys are dead

Is the Annual Survey Dead?

While it’s true that there are better solutions for gaining employee feedback, annual surveys are not entirely dead. No matter what industry you’re working in, odds are that you’ve filled out at least one annual survey. They’re a ubiquitous part of many workplace cultures, and most businesses start there when it comes to gathering feedback from employees.

But is an annual survey the best way to get feedback? 

In most circumstances, the answer is “no,” at least not without a companion tool for employees to leave regular feedback. Changing workplace dynamics and the fast-paced nature of work and daily life mean you need a surveying mechanism that captures more frequent feedback and keeps a real-time pulse on worker needs. 

Enter: WorkHound.

The Employee Survey & Today’s Workplace

Annual employee surveys have been around for many years, with the earliest versions dating back to the 1920s. Companies ask employees to fill out extensive surveys designed to measure how satisfied they are with their work, the company, coworkers and managers, and other aspects of the workplace.

While the annual survey is well-intentioned, it is often not well-executed.

Research has shown that these surveys are often poorly designed, causing employees to question anonymity and fear retaliation. This causes employees to give "safe" or political answers and keeps businesses from truly understanding employees' wants, needs, and morale. On top of that, many employees simply feel overwhelmed to pack an entire year into one survey, making it difficult for businesses to get the most accurate insight of all of their employees.

But the biggest issue with annual surveys is that they’re constrained into one window of time. In a go, go, go world, asking for employee feedback and comments only once per year means you’re missing out on a vast amount of feedback — and the chance to make improvements.

A One-Two Punch

Combine your annual survey with a real-time feedback solution to unlock its value. Instead of thinking of annual surveys as a one-time solution, think of them as a once-a-year confirmation that your more regular feedback cadence is resulting in improvements.

“Variables are changing all the time,” says Katie Love, Marketing Manager at WorkHound. “The time horizon is different for every industry, but for frontline workers, if something makes them mad one day, they may look for a new job the next, long before you’ve ever asked for their feedback. Asking for feedback more regularly helps you stay on top of the latest concerns, that way there are no surprises on your annual survey and you're getting the full picture from every worker.”

The annual survey captures a picture of what employees need and want and can be valuable in tandem with other resources, but all alone, it’s a partial, incomplete picture. 

“Annual surveys have some value in serving as a checkpoint, but that effort should always be complemented with real-time feedback,” Love adds. “With variables changing weekly and even daily, feedback changes, too.”

There’s another factor at work there, as well — particularly in high turnover companies where feedback is only asked for once a year. In these cases, the annual survey only gives companies a picture of the employees who are working for the company at the time the survey is given, meaning data can become out of date almost as soon as it’s collected.

If you get an annual survey once a year, you can be blindsided. With company goals and executive compensation often tied to annual survey metrics, the last thing you want are surprises on your annual survey. But if you add 24/7 always-on feedback to your arsenal, you can manage these metrics in real-time and support plans that are already in the works.

A Better Way of Gathering Feedback

What are employees looking for when it comes to feedback? To put it succinctly, an easy and frequent way to give it.

“The truth is, people are looking for a way to give feedback,” Love says. “If the company is not providing a tool to do that, employees will look for other ways to share feedback, like online review sites or social media. If you offer more than one tool, such as a continuous feedback service like WorkHound plus an annual survey, even better.”

Using a tool like WorkHound to capture feedback gives employees an easy, seamless way to share their needs and wants with their employer. This, in turn, benefits the business. 

“Many of our customers are surprised to find out that their employees have great ideas for solving problems,” Love says. “Asking for feedback regularly and then taking action because of that feedback not only expedites process improvement, but it also earns trust and improves workplace culture. Just imagine how much that, alone, will change the response in your annual survey.”

Ready to put WorkHound to work for your business? Sign up for a free demo to learn how we can help your business.

q3 product updates

Q3 2020 // Product Release Recap - Full Text Search

Product feature updates are continuing to pick up speed for WorkHound customers, prospects, and internal users to provide faster and more effective service. The primary focus of WorkHound is to raise the voice of the dispersed workforce. Our goal is to collect and deliver worker feedback in a way that helps companies quickly take action. Updates in Q3 further accomplish that vision.

Q3 product feature updates expanded on big changes in Q1 & Q2 of 2020, like the new activity page, the addition of the new themes “praise,” the ability for users to leave status updates for one another, as well as the new One-Time Notification feature that allows customers to quickly answer questions and concerns within feedback. 

Q3 Featured Solutions

Full Text Search

July delivered a product feature requested by many customers and prospects and so, enhancing our service in this way has helped customer functionality. Full Text Search enables a keyword search within the text of each comment. The search feature is flexible and intelligent to help users further hone in on subsets of comments. It’s even possible to search within specific themes and the feature respects filters selected by users.

The ability to search full text within comments can help companies collect specific information related to major decision-making. 

Activity Page Filter

On the new-to-2020 activity page, users can now filter comments by ‘Sentiment.’ 

When workers leave feedback, they are prompted to rate their experience on a scale from 1 to 10. With a combination of that score as well as the content of the message, comments are determined either “positive,” “negative,” or “neutral.” 

Now users can filter comments on their dashboard within each sentiment. This can help users understand the areas of the company that require the most improvement based on worker feedback, as well as areas where your company is going above and beyond. 

sentiment filter

Performance Enhancements

As WorkHound serves more and more companies with thousands of workers, the WorkHound Product Team is constantly working behind the scenes on advancements. These changes maintain speed and efficiency. Their efforts are also enhancing internal resources for the betterment of the WorkHound Customer Success team service provided to our growing list of users. 

A Distributed Workforce Raising the Voice of your Distributed Workers

Q3 has continued to develop our understanding of communication needs for dispersed workers as WorkHound remains a fully remote business. While remote work has always been a significant part of the WorkHound culture, we’ve continued to invest in tools to help us collaborate more efficiently within our organization, and for current and future customers.

Because almost every workforce is now a distributed workforce, WorkHound is relevant across all parts of most organizations. We have witnessed a shift in how WorkHound is used. Once only used for frontline workers, current WorkHound customers are now gathering feedback from their now-remote office staff. Together, we are gaining powerful insight into their needs.

Proactively gathering feedback from your newly distributed workforce is the key to gaining critical information for helping your team adapt to new conditions. Give us a call when you’re ready, we’re here to help.

How to Turn Every Hire into a “Quality Hire”

In any type of business, you’ll often hear the words “quality hire” thrown around while referencing employees. That’s definitely the case within the trucking industry — and not always in a good way.

“There’s a notion in trucking that there are high-quality workers to hire and then there are workers who aren’t worth the time or investment,” says Katherine Vanderford, Director of Customer Success at WorkHound. “Companies will hire employees and then not invest in them because they’re convinced that they’re just going to leave.”

Are there really “high-quality” and “low-quality” workers? While you will definitely find that some employees set themselves apart from others, we believe there is value in treating all drivers as a high-quality hire. Read on as we explain why.

Drivers Can’t Always Be Categorized

It’s important to consider that drivers are people, and as such, they have unique characteristics. The qualities that make each of us unique also make it difficult to assign workers to a specific category.

“There’s an expectation that drivers are binary people — that they’re either 'good' or 'bad',” Vanderford says. “But just like everyone else, drivers are multifaceted.”

When a company places workers into one bucket or another, it’s a disservice — both to the employees and to the business itself.

Classifying employees as high- or low-quality permeates every aspect of the work a company does, from initial training of new hires to the ways in which feedback is analyzed.

“Oftentimes, if companies believe that a hire is low-quality, there’s not a lot of optimism that the driver is coachable, learning, or willing to learn,” Vanderford says. “From our perspective, one reason a company’s turnover is high isn’t that they aren’t willing to do something about turnover, but rather because they have a belief that they’ve hired low-quality workers.”

“Quality” Labels & Feedback

A trucking company once asked WorkHound whether it’s possible to weed out feedback from workers they deem low-quality. The answer was "no" because doing so would result in a skewed view of how the business is performing and the state of the workforce overall.

“Some companies want to know who gave the feedback so they can determine if it’s worth paying attention to,” Vanderford says. “If it’s a ‘high-quality’ driver, they would take action to help retain the driver; if it’s a ‘low-quality’ driver, they probably won’t invest the time or the money.”

While companies might feel this is a solid line of thinking, in reality, it can backfire: If drivers find out that this is the mindset behind how feedback is being received, trust will quickly erode. Ultimately, feedback and open communication are used as a tool to build and maintain trust between employees and a business. If it’s clear not all feedback is being reviewed with the same level of concern and discernment, a feedback program may wind up doing more harm than good.

An “Every-Driver-Matters” Mindset

“We don’t see drivers as ‘high-quality’ or ‘low-quality’ — we see them as drivers,” Vanderford says. “In our coaching and our conversations with customers, we encourage them to see all drivers as a valuable part of the operation.” 

That’s part of why the WorkHound platform offers drivers anonymity to share concerns and feedback. Anonymity protects everyone — it helps drivers feel secure and free of potential retaliation, and it helps businesses remove potential biases in how they receive and handle feedback.

“There are a lot of different variables of why drivers work the way they do,” Vanderford adds. “The one thing that a company can control is how they treat their drivers, moving consistently toward a culture that empowers them and gives them a reason to become more loyal to the company.”

Ready to put WorkHound to work for your business? Sign up for a free demo to learn how we can help your business.


Pulse-Check: What We’ve Learned in 6 Months

A sudden shift to a remote workforce happened overnight in the middle of March 2020 due to COVID-19. Now 6 months later, we're finally in the predicted "new normal" and we're talking about what we've learned.

This abrupt change caused ripple effects across multiple industries and work disciplines, affecting the essential workers who maintained work as usual. Whether behind the wheel of a truck, serving patients across the multiple areas of the healthcare industry, or working on the manufacturing floor, work looks similar, but interpersonal communication is a lot different as well as how personnel is managed.

On this webinar, we invited business leaders to talk about the lessons they've learned while managing remote teams over the past 6 months and their predictions for the next 6 months and beyond.

Get to know the leaders in the conversation:


Jeston George
Jeston George is the CEO & Co-Founder of Apptegy

Jeston George is the CEO and founder of Apptegy, a Little Rock-based education technology startup. Jeston was born in Kerala, India, and his parents moved the family to Little Rock for better opportunities when Jeston was three. He and his wife Jill have twin 2-year-old daughters Priya and Divya.

Jeston started and successfully exited two companies before founding Apptegy, an app that brings private sector-quality tools to school leaders and improves involvement for students’ families and communities.

Apptegy has raised Series A and Series B investment rounds from Five Elms Capital, a major capital firm out of Kansas City. Apptegy has grown to over 170 full time employees and works with over 1,500 school districts in 49 states.


Ted Alling
Ted Alling is the Partner Dynamo VC Fund & Co-Founder Chattanooga Preparatory

Ted Alling is a serial founder who uses his entrepreneurial achievements to create opportunities for others. He is the co-founder and former CEO of a $500 million logistics startup, Access America, that eventually merged with UPS subsidiary, Coyote Logistics. 

Ted co-founded Lamp Post Group, a venture capital firm and tech-focused incubator in Chattanooga backing a very lengthy list of start-ups in our local community, and Dynamo, an $18 million venture capital fund aimed at revolutionizing the logistics industry. Dynamo is the premier global knowledge leader in logistics technology and supports the most innovative new businesses in the field. 

And now, along with his wife and co-founder, Kelly, Ted has embarked on his true passion project, the Chattanooga Preparatory School, an all-boys public charter school for the young men in the city’s urban communities.

Ted lives in Lookout Mountain, Tennessee, with his wife and three children.

Dipanwita Das is an award-winning global technology entrepreneur. She co-founded and serves as the CEO of Sorcero, a venture-backed startup that is building a Language Intelligence Platform that powers mission-critical decisions for Life Sciences and Insurance.

Dipanwita Das
Dipanwita Das is the CEO & Co-Founder at Sorcero

Previously, she was the founder & CEO of 42 Strategies, managing digital transformation projects for Richard Branson's Virgin Unite, Al Gore's Climate Reality Project, and the Campaign for Tobacco Free Kids. 

Di completed the Stanford Graduate School of Business's Executive Program for Social Entrepreneurship, earned her M.A. from the Institute for Development Studies at the University of Sussex, and her B.A. from St. Stephen’s College, Delhi. She is heavily inspired by science fiction and philosophy and writes her journal in Elvish.

Watch the complete webinar: