Your Employee Feedback Won't Matter Without This

When you’re operating in an industry where jobs are more abundant than workers, losing talent to a competitor is an ongoing risk. It can be hard to know when an employee is planning to jump ship, and it can be even more challenging to bounce back when several of them choose to leave at once.

But even in competitive labor markets, high employee turnover doesn’t have to be a given. For companies that want to keep talent, few resources are more valuable than honest feedback from workers, even beyond an open door policy.

Those insights, coupled with the right response from leadership, can have a powerful impact on both employee retention and the company’s long-term stability.

Before that can happen, though, the feedback must first fall into the right hands. And if it doesn’t, that’s where the positive opportunities break down.

Encouraging Quick Action

“For many employees, the idea of speaking openly with management about their work experiences can feel intimidating or even futile,” said Cindy Wincek, Sr. Customer Success Manager at WorkHound. “That’s why it’s essential that the managers who are tasked with reviewing it are properly empowered to respond. They need to have the authority to make changes, the training to handle sensitive issues in the workplace, and the capacity to respond in a timely manner.”

At many companies, worker feedback review teams include one or more members of the HR Department and other managers or company leaders responsible for employee retention. Regardless of job titles, qualified reviewers typically have the authority to make broad internal changes or decisions that arise from the feedback process.

“If the people on your review team have to run proposed responses through a long chain of command before taking action, it puts the feedback process at risk,” said Wincek. “When employees feel their questions and concerns are being ignored or are not being taken seriously, trust and morale can take a hit.”

Companies that are truly serious about strengthening their employee retention efforts will already have buy-in at the highest levels of leadership, said Love.

In practice, that might mean higher-level managers will sit on the review team, or it may mean that others with similarly relevant decision-making capabilities will assume the responsibility as a core function of their job.

Equipping Teams for Difficult Interactions

The ability to implement change is not the only critical qualification for sitting on a feedback review team, however. Tough feedback can be hard to swallow, especially if it comes off as personal. This is why it's important to know if and when you're ready.

Knowing how to maintain an open mind and remain professional while bearing the brunt of criticism is an essential part of the process. Ideal reviewers have already been trained to handle sensitive workplace issues or have a track record of success in this area.

“Overly defensive attitudes can subvert the employee feedback process entirely,” said Wincek. “The idea is to build trust between employees and employers. It is never wise to try to find out who left negative feedback or to retaliate in any way. There’s always a productive alternative. That’s why having the right reviewers in the room is so critical. These are the people who can see the big picture and are best equipped to help identify it.”

And when the right people are in place, she explained, that’s when the breakthroughs happen.

“We’ve seen time and time again that when companies engage the interests and concerns of their workers, they feel valued and choose to stay,” said Wincek. “Even in industries where workers are in high demand, people will often commit to companies they feel are committed to them. So when you equip your leadership to create that environment, it’s a win-win for everyone involved.”

WorkHound provides an easy-to-use feedback platform that gives employees a voice. If you’re ready to learn how using our tool could improve the feedback culture at your business or organization, talk with an expert today.


feedback increases retention rates

Fleetowner: Fleet takes driver feedback to heart

Roadrunner Freight, an Illinois-based less-than-truckload fleet, began asking its drivers for anonymous feedback back in April 2019. Since then, the fleet has adopted a “Ship it like you own it” mentality for its independent contractors and overall operations.

“The way we look at it is everybody has a part to hold as we move our customers’ goods across the country,” said Brad Sowa, Director of Driver Recruiting at Roadrunner Freight, during a July 1 WorkHound webinar on driver retention. “Everybody needs to ship it like you bought it. Every single shipment we touch, every customer we interact with, every contract we deal with, we have to feel like we own every single one of those transactions to lead to a better-quality experience for our customers.”

Over the last year, Roadrunner Freight has been undergoing a cultural overhaul, and, in an effort to eliminate driver turnover and increase retention, the fleet brought in the WorkHound team to help develop a feedback culture within the company.

Max Farrell, co-founder and CEO of WorkHound, explained that every week, Roadrunner Freight’s independent contractors are sent an open-ended text message asking how things are going. Drivers share how they feel about work and why they feel that way. Once that feedback is submitted, it is sent directly to Roadrunner on a dashboard so they can see driver priorities. Drivers also have the choice to reveal their identity through the platform.

“We have a pretty high rate where people want to reveal themselves, but it’s their choice, and it makes the communication even that much more impactful when we work with them as opposed to being on a defensive front right from the start,” Sowa said. “The unfiltered portion [of the platform] is probably the most important part because it’s great on the positive side when drivers are willing to say their names, times, dates and things like that. It’s also good on the other end where they give us some pretty blunt feedback. We can say well this person is passionate about it and they want us to fix it. That’s what we want, we want passionate people in our business.

“The biggest thing is you want to take it personal, but just personal enough that you can understand it and make a change,” Sowa continued. “You don’t want to take it too personal because that’s when you start to move down that path of taking it too far.”

“When it comes to measuring driver feedback, we know what gets measured gets managed, and we all know that when it comes to driver issues, a straw can break the camel’s back,” Farrell added. “When a driver does decide to reveal their identity, a timer starts. If a driver stays an additional 30 days after that issue is addressed, we count that as a success. At Roadrunner, there have been 328 retention opportunities so far, where nearly 95% of drivers have stayed at least 30 days after their issue was addressed.”

Retaining drivers

Over the past year, Roadrunner has been collecting feedback and tackling issues head on to retain its high-quality drivers. In order to do that, the company had to put in place processes to handle feedback.

Roadrunner began by separating driver feedback into three buckets: immediate, short- and long-term issues. From there, the fleet worked to resolve the problem by determining what needed to be done and recapping weekly.

“By doing that, we keep it fresh, especially for the long-term, because it doesn’t fall of our radar until it’s resolved,” Sowa explained.

Roadrunner has also made several cultural changes companywide over the last year. The fleet has increased its direct communication with its independent contractor fleet by starting a monthly independent contractor newsletter. Roadrunner also improved settlement timing for independent contractors and matched independent contractor fuel purchases to specific trips. The fleet has also improved the cleanliness and organization at its facilities as a result of direct feedback.

Roadrunner has also achieved 93% service in its top 100 lanes over the past six months. Furthermore, the fleet has added more than 100 independent contractors year to date and decreased its rolling one-month turnover rate to 75% from roughly 140% this time last year.

When asked how becoming a feedback culture has impacted Roadrunner’s routine, Sowa said: “We’re quick to act.”

“If we have information from an independent contractor, from an employee, from a vendor or a customer, there are direct channels now for them to follow,” Sowa said. “When you talk about adding 100 independent contractors, that’s actually the net number, so that’s after turnover. We’ve drastically increased our fleet size.

“For us, to recognize where we want to go culturally, we have to understand where we are coming from, and we are not afraid to show it,” he continued. “No matter how unflattering that [turnover] statistic may be, it shows the progression. You can’t get to where you’re going if you don’t know where you’ve been, and we clearly know where we have been, and we refuse to go back there. That’s what I think this commitment shows.”

For more information about the communication strategy helping Roadrunner Freight execute a companywide culture overhaul, talk with a WorkHound expert.


TCA in Orlando

Visit WorkHound at TCA Annual Convention in Kissimmee

Visit WorkHound at TCA. Get a firsthand look at how WorkHound will improve your retention strategy at this year’s Annual TCA Convention from March 1-3, 2020 at the Gaylord Palms Resort & Convention Center.

WorkHound is a real-time feedback platform that retains drivers before they call it quits. Learn about how it works and how it will positively impact your bottom line by visiting Booth #411 at TCA’s Annual Convention.

Want to jump to the front of the line? Schedule a free consultation with WorkHound at TCA by clicking the link below.

REQUEST A CONSULTATION

Additionally, don't miss the workshop hosted by Max Farrell, WorkHound CEO, about managing your carrier's online identity. For full details, check out TCA 2020.


spooky truck

A Truly Spooky Story About Feedback

The temperatures are cooling down and the leaves are falling… Halloween is upon us — the perfect time of year for a truly spooky story around the campfire, right?

Well, we’d like to tell you the scariest story — one about what happens when employee engagement isn’t a normal part of your business operations.

Though we have plenty of great examples of how companies are using employee feedback to drive meaningful change.

But we’ve also seen what happens when companies either don’t nurture a feedback culture or when they don’t use the feedback they’re given. Gather ‘round the campfire, friends...

Tales of Feedback Gone Wrong
You’ve probably heard the phrase “toxic work culture.” It’s been a spooky story all over the headlines in the last few years, shining a light on everything from poor hiring procedures to harassment in the workplace. It’s often cited as a key component of increasing levels of employee burnout.

Have you ever considered what makes a work environment 'toxic'? In many cases, issues within the workplace could be prevented — or at least quickly mitigated — if businesses were asking for, receiving, and using feedback from their employees.

If you ask employees what they need and want, they will tell you. But we know sometimes that can seem scary in and of itself.

“If you’re concerned about negative feedback and having to deal with it, consider that your employees could be leaving that feedback anywhere — online, on social media, on recruiting pages,” says Katie Love, Marketing Manager at WorkHound. “Asking employees internally what can be changed helps make sure that feedback is coming to you, rather than going everywhere else.”

It’s vitally important to regularly ask your team for feedback about ways their experience can be improved, but it’s equally as important to make sure you’re actually listening to that feedback and taking action. Otherwise, you run the risk of your employees feeling like they’re not being heard.

“I’ve been an employee in an environment where I shared feedback that was just ignored,” Love says. “Asking for feedback in that case was just lip service — they wanted it to appear that they were listening, but then the feedback wasn’t acted upon. It felt like the leadership didn’t think my voice was important, and we've all been there. For me, I ultimately moved on to a place that valued my voice, and I wasn't the only one.”

Giving your team members the perception that their voice isn’t valued can have scary consequences for both retention and hiring. You need to show that you’re thoughtfully considering and using feedback to build trust.

“We find that employees put a lot of thought into their feedback, and if they don’t see action taken, they will lose faith and feel like they’re not being heard,” Love says. “On the other hand, when companies ask for feedback and then they take action on it, they’re building trust with their team.”

Making Feedback Less Scary
Partnering with WorkHound takes some of the heavy lifting out of asking for feedback and putting it to good use. Using our feedback mechanism can help your company organize comments and concerns and determine where to prioritize.

“We use the question ‘Is it a signal or is it noise?’ in our work,” Love says. “Something like ‘Today is bad’ can be noise, because it doesn’t give us a guide to take action. On the other hand, something like ‘Today is bad because I don’t understand my benefits package’ is a signal, since it allows companies to take action.”

WorkHound helps you determine what is noise and what is a signal — and to respond accordingly.

“We help companies sift through signals vs. noise, seeing the top comments and which ones really require action to make quick changes,” Love says. “This can help you prioritize when the sheer amount of feedback seems overwhelming — and it allows your employees to see that you are listening.”

Want to avoid a spooky story when it comes to your company’s culture? Feedback plays a key role — and we can help. Contact us today to learn more!


Turning Feedback Into Meaningful Action: 3 Key Examples

At WorkHound, we’re in the business of soliciting feedback and helping our clients act on it. And while feedback and action taken can look different from customer to customer, we wanted to share a few examples of successful programs that were created in response to feedback from drivers.

1. Pay structure. This one’s a big one since the trucking industry represents a significant departure from how pay works in nearly every other industry. Drivers often express concerns about the way pay is calculated or whether they’re set up for financial success. Companies then have an opportunity to make changes to allow drivers to feel more financially stable and solid.

“When drivers have expressed concerns about pay structure, some companies have taken that as an opportunity to reassess pay and consider new options, like a guaranteed compensation plan,” says Katherine Vanderford, Director of Customer Success at WorkHound. “In other words, if you’re available to do the runs but aren’t scheduled, you’ll still get paid at least a certain predetermined amount.”

2. Programs to promote mental health. Because drivers are often on the road for long periods of time, loneliness can creep in and often impacts driver performance. Another factor when spending lots of time driving is burnout, which can affect a person’s physical and mental health.

Companies can take action to combat both of these issues — for example, many companies have enacted ridealong guest policies or pet policies to counteract loneliness on the road. As far as burnout, several different approaches have been effective.

“Drivers who are over the road for a long time are much more likely to experience burnout,” Vanderford says. “If they’re burnt out, they’ll look for new jobs, and the company’s retention rate will suffer. Some companies have enacted specific days on/days off policies, while others have given drivers floating holidays, promoting time off to rest. It takes a little extra attention from companies to determine the best solution for this problem, but it can be as simple as encouraging drivers to take time off.”

3. Uniforms. The clothing drivers are required to wear is also a big topic of feedback, and you get feedback on both sides of the spectrum. Some drivers want a more casual look, while others are looking for a more professional appearance.

“Sometimes drivers will say ‘I want to be able to represent my company better and I don’t know how to put my best foot forward in my appearance,’” Vanderford says. “That has led to companies providing new uniforms — sometimes as simple as a T-shirt or a collared shirt — or we’ve even seen some companies decide they’re no longer going to force drivers to wear long pants since it’s so hot in the summer months.”

Ready to Implement a Feedback Plan?
Now that you’ve heard some feedback successes, you may be interested in beginning a feedback program at your business. The good news is that obtaining feedback from your drivers and other employees can be fairly straight-forward. Getting the feedback you need is usually as simple as asking.

“If you ask drivers what they need, they’ll tell you,” Vanderford says. “By starting the conversation and letting drivers know that the company is truly interested in what they want, it helps get good feedback. It encourages drivers to be very direct and specific in their feedback so that it’s actionable.”

Companies partnering with WorkHound have an additional tool that helps solicit this feedback in a way that helps drivers feel comfortable — and gets companies the feedback they need.

“Our questions open-ended to avoid introducing bias,” Vanderford says. “This helps make sure drivers don’t hone in and feel constricted to answer only about one topic.”

Once you’ve started asking drivers what they need to perform their jobs optimally and maintain quality of life, you’ll receive important information that can help you enact change. This might take shape in new policies and programs that can help retain existing drivers and entice new ones to join the team.

If you’re looking to boost your hiring and retention of drivers based on driver feedback, WorkHound is a great place to begin. Contact us today to learn about how your company could benefit from employee engagement!


Freight Recession? What You Should Know:

If you stay up-to-date with the latest in the trucking industry, you may have heard some hubbub over a potential freight recession. But is it something that you should really be worried about, as either a driver or a trucking company?

Well, the first thing to note is that there’s really no clear answer on whether there actually is a freight recession.

“There’s lots of argument about whether there’s actually a recession, whether we’re headed into one, or whether we’ve worked our way out of it already,” says Katie Love, Marketing Manager at WorkHound. “What we do know is that there are between 10 and 15 trucking companies that have recently closed their doors unexpectedly. As you can imagine, this causes a bit of concern and uncertainty for both drivers and employers.”

With that in mind, what can companies do to keep an even keel and help drivers maintain a sense of confidence about their employment? That’s what we’re considering in today’s blog.

It’s All About Perception
With any large issue where there’s no consensus about what’s happening — as is the case with the freight recession — whether a problem develops for your company is largely based on how your drivers perceive the situation and how they’re treated.

That means that if your drivers believe there is a recession — even if there’s no recession actually occurring — they are likely to fear for their jobs and livelihood.

For your business, that means it’s even more important to create a sense of stability for your employees.

“In the short-term, drivers are looking for companies with the best opportunities as far as pay and benefits, because they equate these markers with security,” Love says. “If they simply think a company is about to go under, they might jump ship for another one.”

In this scenario, perfectly stable companies may lose team members simply because they haven’t been intentional in their interactions with drivers.

“It’s all based on perception,” Love says. “If a company isn’t communicating effectively with its drivers about what’s going on, drivers may become afraid and look for another company that seems secure.”

What Successful Companies Can Do
Now that we’ve established that there’s a natural fear and trepidation among drivers, we want to help you navigate your next steps. As a company, it’s important to assess the situation for your individual business and work to reassure your drivers and other employees.

Start by getting an accurate measure of what your company’s retention costs are and how much it costs to replace a driver. According to the American Transportation Research Institute, the Driver Shortage and Driver Retention are two of 2019’s top issues.

“If a company doesn’t have a strong knowledge of that information, they’re less likely to retain employees,” Love says. “We encourage trucking companies to always have a true understanding of those numbers. Once you familiarize yourself with those stats, talk with drivers to find out what they like about your company — and what they don’t.”

From there, demonstrate a will to change. You can take some basic steps to improve working conditions for your drivers, which can make a quick impact on retention and instill confidence in your team. For example, things like enhancing the driver’s lounge, restructuring pay, and upgrading equipment can all work to improve your drivers’ overall happiness with their jobs.

But what’s most important is to ensure that the steps you’re taking are the right ones — in other words, that they actually solve the problems your drivers are experiencing. The only way you can make these changes with confidence is to engage your team.

“We have a saying that ‘Communication breeds confidence; silence breeds fear,’” Love says. “Regardless of the state of the recession, it’s important to stay in constant communication with your entire workforce. From a company’s standpoint, communicating with employees, encouraging their workers, and instilling confidence are the biggest things they can do in the face of a potential recession.”

Communication is a two-way street, and WorkHound can help you stay in the know about your employees want and relay company messaging to your employees. Contact us today for a demo!


Making Sense of the CDL Drug and Alcohol Clearinghouse

When new regulations and guidelines are introduced into your work, like the new CDL Drug and Alcohol Clearinghouse, it can feel overwhelming and full of uncertainty.

That’s why we’re taking a few minutes today to break down the answers to some commonly asked questions about the Clearinghouse and what it means for drivers and trucking companies.

Q: How is the CDL Drug and Alcohol Clearinghouse different than what’s already in place?
A: Let’s answer this in two parts. First, the actual rule establishing the Clearinghouse does not change anything from what’s already in place requirement-wise in the U.S. Department of Transportation guidelines on drug and alcohol testing.

That said — what does change is where information related to testing and a driver’s records will live. Once in effect in January 2020, the Clearinghouse will be an easily accessed, secure database online for employers, state law enforcement personnel, state driver licensing agencies, and the Federal Motor Carrier Safety Administration.

Those logging in to the database will be able to pull up information in real-time related to CDL and commercial learner’s permit holders’ drug and alcohol program violations. This will include both records of positive drug or alcohol results, as well as any refusals to take tests.

Also included in the Clearinghouse will be records related to the completion of a return-to-duty process and required testing plan, signifying a driver’s safety to return to the available workforce.

Q: What will the Clearinghouse mean for drivers?
A: As mentioned above, the guidelines for drug and alcohol testing aren’t changing. What’s changing is where those records will be stored and how they’ll be accessed.

There are a few key things for drivers to know:

  1. The Federal Motor Carrier Safety Administration has taken steps to ensure the protection of your private information located within the Clearinghouse. The information contained within the database can be accessed only by authorized users, and the FMCSA will be continually reviewing and updating security standards, as needed.
  2. The information contained within the database will be used only by the approved agencies and employers as needed to enforce current drug and alcohol testing standards.
  3. The Clearinghouse will notify you via email or phone anytime information related to your record is added, revised, or removed. There’s a petition process if any incorrect information is reported.
  4. To ensure you have access to your records and receive the notifications mentioned above, you’ll want to register with the Clearinghouse. You can currently sign up to receive a notification when registration opens.

Q: What will the Clearinghouse mean for trucking companies as far as hiring and retention?
A: The database provides employers a way to easily check that current and prospective drivers have no violations that prohibit them from driving. Through the Clearinghouse, you’ll also be able to easily report drug and alcohol program violations, including a driver’s refusal to complete the return-to-duty process.

There are a few key things for companies to know:

  1. In order to stay in compliance, companies must query a driver’s record during the pre-employment driver investigation and again at least once per year during his or her employment.
  2. It’s important to note that the Clearinghouse does not eliminate the need for employers to conduct drug and alcohol three-year pre-employment investigations. At this point, trucking companies still need to perform this investigation with a potential driver’s past employers.
  3. However, on Jan. 6, 2023, after three full years of information are stored in the Clearinghouse, it will no longer be necessary to do outside investigation. A query of the Clearinghouse database will then satisfy the requirement.
  4. Just as with drivers, businesses must also register for the Clearinghouse sometime this fall. You can currently sign up to receive a notification when registration opens.

When you work with WorkHound, you gain a partner dedicated to remaining in the know about the latest regulations and helping your team navigate them. Contact us today to learn more!


Driver Lists are the Key to Accurate Metrics

Driver lists — they're a pretty basic tool, but vitally important nonetheless. When you’re operating a trucking company, having a comprehensive list of your drivers and their contact information is essential. An up-to-date list not only expedites the process of locating necessary information when you need it, but it also helps us communicate with your drivers.

When you partner with WorkHound to obtain in-the-moment feedback, having an updated list becomes doubly important. Read on as we take a look at three ways an updated list optimizes your partnership with WorkHound.

1. Updated Driver Lists Help Ensure We’re Reaching the Right People
This is probably the most obvious way that an updated list benefits your business. When you’re partnering with WorkHound, you want to be certain you’re reaching out to the right people.

“Sometimes companies have a hard time keeping their lists updated,” says Katherine Vanderford, Director of Customer Success at WorkHound. “But that means that we’re sometimes contacting drivers who are no longer even with the company. If the list isn’t up-to-date, companies may receive feedback from people who are no longer driving, and it may have already been resolved or no longer be relevant.”

(We know what you’re thinking — the answer is yes, WorkHound can help manage this issue. Keep reading to find out about our list maintenance support.)

2. Updated Driver Lists Help You Take Quick Action
This benefit of maintaining a current driver list goes hand-in-hand with WorkHound reaching out to the right people. Because we’re seeking feedback from current team members only, we’re able to help you narrow the scope of the feedback you’re receiving and determine where to focus your attention.

“WorkHound gives companies access to vital real-time information and concerns from drivers,” Vanderford says. “That means securing feedback from drivers in real-time — which gives companies the chance to intervene quickly.”

3. Updated Driver Lists Help You Measure & Prove ROI
Metrics play a key role in every facet of trucking — and we understand that a feedback tool like WorkHound is no different. When partnering with our team, you want to be able to see that gaining feedback from drivers and acting on it is having a tangible effect on driver retention. Maintaining a current list helps you see that ROI over time.

“We have a tool on the dashboard that allows companies to ask a driver to reveal his or her identity,” Vanderford says. “At the moment the driver reveals, we start a timer that marks how long the driver stays with the company after the company engages with him or her about feedback. For example, if a driver reveals his or her identity on April 1 and is still with the company on May 1, that’s counted as a success. The driver gave the company at least 30 days after the reveal based on that interaction.”

With that in mind, an up-to-date list enables the WorkHound team to help companies track ROI and determine how much of an impact the service is making on retention rates.

How WorkHound Can Assist with Driver List Maintenance
While keeping an updated driver list may seem like a small task to those who don’t operate in the trucking world, we understand that high turnover can lead to inaccurate databases. To remedy that, we built a capability into the WorkHound platform that automates the process.

“We have the ability to set up an automation to maintain accuracy for each customer’s metrics,” Vanderford says. “With small front office teams and other challenges to handle, many companies forget about updating a driver list until they’re dealing with the frustrations of an outdated one. With this tool, we’re able to keep companies from having to expend a great deal of time and effort to maintain a list, while still making this crucial asset a priority.”

Interested in finding out how WorkHound can help boost your company’s driver retention? Let us go to work for you. Contact us today for a demo!


Family Culture — Why This Matters to Your Business

Family Culture. It’s a concept loaded with meaning and tied tightly to our emotions. We usually use it to reference those we are related to by blood, but "family" is also defined as “a group of people united by a common affiliation.”

Under that definition, you could even consider your team of employees a family of sorts. Which brings us to a bigger-picture item — are you building a family-focused culture in your business?

These days the term “family culture” is referenced fairly often, but what does it actually mean? And why it is so important for businesses in today’s marketplace?

We’re putting some answers with those questions. Read on as we take a look at the issue.

What Is a Family Culture?
This question is a little tricky, because just as traditional family units vary in diversity, so does the idea of a family-friendly culture from business-to-business.

But the foundational elements are the same — building and maintaining a family-like culture in your company means valuing each employee as an individual and truly demonstrating that you care for him or her.

That usually means shedding some of the common philosophies surrounding the idea that you need to leave “work things” at work and “home things” at home. The lines blur a bit, especially within the trucking industry.

“Having a family culture really means establishing a ‘come as you are’ mentality within your business,” says Max Farrell, CEO and Co-Founder of WorkHound. “In a normal 9-to-5 job, it’s a little easier to leave your personal life at home and put on your work face. But with trucking, since drivers are going non-stop, 24/7, it’s harder to do that. Establishing this culture allows employees to bring parts of their family life with them to work.”

What Does This Culture Look Like?
Well, as we mentioned above, it’s going to look different for every business. After all, each company faces individual and unique challenges and circumstances. And employee needs are also individualized and unique.

But cultivating a family-friendly culture among your employees may look like allowing pets to travel on the road with your drivers or allowing them to bring along a family member — or it might be something a bit more serious in nature, like breaking down barriers to healthcare and destigmatizing mental and physical illness. All of these are examples of making a more family-friendly and employee-friendly culture.

So, how can your business build this type of culture? The most important thing is your company’s mindset and approach.

“Encourage your drivers to take time off for important events, like a child’s graduation,” Farrell says. “It’s important for companies to point out that taking time off is necessary — and to make it clear from day one how to do so. On top of that, take the time as a company to host family-friendly events, which really help to bridge the gap between the family and employee and the company.

Read about life as a truck driver's daughter from one of WorkHound's own

And finally, why is culture essential today? It’s about retaining quality employees.

“There are companies out there doing this really well,” Farrell says. “Drivers see that, and if they think their company is falling short, they’re going to be looking into opportunities to move to companies taking intentional steps to do family culture well.”

When you partner with WorkHound, you can stay in the know about what your employees are looking for from your business. Are you ready to get started? Contact us today for a demo!


WorkHound CEO to Speak on Employee Relations

WorkHound CEO, Max Farrell, will speak at the 2019 NATERA Conference next week in Alexandria, VA. This is an annual conference for the North American Transportation Employee Relations Association. Farrell is an active supporter of conference initiatives as a Co-Founder of WorkHound, an anonymous employee engagement tool focused on dispersed workers in frontline industries experiencing high turnover and a critical shortage of workers.

For more information about the event or organization initiatives, check out NATERA.org.

 

Farrell will also speak the upcoming Surface Transportation Summit in Mississauga, Ont. on Oct. 16 regarding employee relations, chronic shortage of qualified drivers and an aging workforce. For registration and more information about additional speakers at the Surface Transportation Summit, click here.

To learn more about how WorkHound can make a positive impact on your company's turnover and employee relations, contact WorkHound today.