2021 trends

Trucking Trends for 2021: What We’re Expecting

What will 2021 bring? Well, if 2020 taught us anything, it’s that predicting even the immediate future in trucking trends can be difficult! 

But even though we know that everything can change suddenly, our team at WorkHound has seen some emerging trends in the trucking industry this year that we think will stick around. 

One of those is based on a bigger trend outside the industry: It’s that e-commerce is on the rise. In fact, an October study found that e-commerce spending was expected to reach $794.5 billion by year-end, an increase of more than 30% over 2019.

All of that shopping online leads to an increased need for shipping, which, in turn, directly impacts the trucking industry. It’s a shift that isn’t expected to go away any time soon, either: A recent article published by FreightWaves discusses the fact that up to 90% of people are likely to continue making purchases online and having them shipped to their home even after the pandemic resolves.

With this sharp increase in shipping traffic come some distinct driver needs. Read on to learn what we expect to see in 2021 trucking trends.

Innovations Around Pay

"Pay" is a common trend in driver feedback, but when the economy fluctuates as it did in 2020, the topic is amplified.

Drivers have many questions and concerns around pay, including hazard pay and a lack of driving time. Other common concerns include issues related to benefits and to detention, layover, or other versions of penalty pay.

How companies solve those issues — and allay driver fears and concerns — is important.

“Based on what we saw with drivers in 2020 and the essential needs of drivers, pay will still be a hot topic,” says Katie Love, Marketing Manager at WorkHound. “But it will remain a hot topic in the same way as usual, ‘pay’ is really confusing. In 2021, I predict we’ll continue to see companies come up with more innovative solutions regarding how pay is handled and ways to address driver confusion.”

Enhanced Communication

Effective communication is an important piece of the puzzle for any working relationship. And when seemingly everything is changing, communication becomes even more important than normal.

Establishing meaningful tools, like WorkHound, that help establish two-way communication between drivers and trucking companies is essential. 

“The carriers that came out ahead in 2020 are the ones who are finding every possible way to quickly and frequently communicate with drivers,” Love says. “I think we will continue to see companies looking for new and innovative ways to communicate and gather feedback.”

An Emphasis on Home Time

As drivers will likely spend more time on the road to handle increased shipping traffic, it’s vitally important for trucking companies to keep a careful eye on their well-being. Ensuring drivers are able to enjoy home time is an essential part of that.

“Carriers are going to be finding better and more consistent ways to get drivers home time, which was the most urgent topic of feedback in 2020,” Love says. “There are a lot of reasons for that. But we know that too little home time leads to exhaustion, and is one of the biggest causes of burnout in drivers.”

Read the Driver Burnout eBook here.

Not prioritizing ample time off can lead to serious issues related to safety and retention — and may even trigger a reduction in the overall talent pool.

“If drivers don’t feel like they’re getting appropriate home time or that they’re missing important family moments, they may look to find a job outside of the industry altogether,” Love adds.  

Making Drivers a Priority

No matter what’s ahead in 2021 trucking trends, we’ll take one thing with us from 2020: a renewed appreciation for the incredible work that drivers do each day.

“Regardless of the circumstances, drivers remember how they’re treated in trying times,” Love says. “It’s important now more than ever to be highly intentional about how we treat our workers. Empathy is critically important, now more than ever.”

Looking for tools to improve your communication with drivers in 2021? Sign up for a free demo to learn how we can help.


driver loyalty

3 Ways to Improve Driver Loyalty in 2021

If there’s truly been a silver lining in 2020, it’s that essential workers in the United States and beyond are getting the spotlight they deserve. That’s definitely been the case for truck drivers, who have long been an underappreciated asset in keeping our daily lives functioning. So if essential workers are the most valuable employees, how can carriers improve driver loyalty in 2021? 

Retention is always a priority — and 2020 was no different. In fact, the American Transportation Research Institute’s survey of critical issues in the trucking industry found that driver turnover and driver shortage were the top two issues this year.

“Because there’s such a significant need for more drivers, drivers are working to their limit and beyond, and often become frustrated one day and have a new job the next,” says Katie Love, Marketing Manager at WorkHound. “The good news is that companies are really taking ownership of this problem. We’re seeing a renewed focus on valuing drivers as the top asset for the companies we work with.”

To keep drivers, companies have to focus on building trust. Today, we’d like to share some ideas about how you can enhance your company culture and increase driver loyalty and retention in 2021.

1. Build Trust By Following Through with Commitments

This probably seems logical, but communicating a commitment and following through is an often-overlooked aspect of building and maintaining driver loyalty. Whether it’s while setting expectations during their initial hiring process or while they’re current members of your team, it’s essential to “mean what you say,” so to speak. 

“Making commitments to drivers and following through with them supports better communication and builds a better relationship,” Love says. “We’ve seen what happens when companies make promises to drivers and don’t follow through, and on the flipside, we’ve seen drivers who were very satisfied when companies were keeping them in the loop and communicating effectively.”

2. Be Conscious of Company Culture

You might think of company culture as only encompassing employees who are within the walls of an office space. But that’s simply not true. Company culture ultimately permeates every aspect of the work your employees do — and a negative company culture can ultimately lead to driver turnover. And, despite the distance, drivers feel the effects of a toxic office environment. 

“It’s really important to be aware of your company culture,” Love says. “One bit of feedback that we received in Q3 and are still seeing in Q4 is that drivers are becoming more conscious of how members of the team interact with others in the office, even if they themselves don’t go to the office. They can sense interdepartmental conflict, and it really minimizes their confidence in their company’s credibility.”

Keeping a careful eye on how all members of your team are interacting with each other can make a significant impact on a driver’s perception of your company culture. 

“If you’re conscious of how your company is working together, that will trickle down and positively impact every member of your team,” Love adds.

3. Prioritize Driver Needs

The core of our work and beliefs focuses on gathering feedback and acting on it. Having a meaningful feedback mechanism in place can help ensure you’re really listening to your drivers and have a handle on their true needs.

Our research shows that drivers have one overarching need as we close out 2020: They’re looking for more time at home and with family, in some cases related to the COVID-19 pandemic. In others, drivers may just be experiencing burnout after a particularly difficult year. 

Programs such as self-dispatch, where drivers have some autonomy over when they’re going to be on the road and their pay, can help ensure your drivers are getting what they need to stay healthy and satisfied.

“Effective communication improves driver loyalty,” Love says. “Drivers are the eyes and ears of the company, so it’s crucial that you start the process of improving loyalty by asking for their input.” 

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


show drivers you're thankful

How to Show Drivers You're Thankful

Thanksgiving may mark the start of the holiday season, but it also serves as an important reminder — gratitude is a key component of a strong company culture. How can you show drivers you're thankful for their work this year?

You may have had an idea about what your drivers need and want when you reach the holiday season in a “normal” year. But 2020 is far from normal; needs and wants have shifted greatly throughout the year and continue to evolve.

That reinforces something that we firmly believe at WorkHound: Asking your drivers what they need and want will always provide better information than relying on your assumptions.

“We believe listening to their voices and allowing their voices to have authority about the work environment they want grants ownership to drivers and other workers,” says Katie Love, Marketing Manager at WorkHound. “In doing so, you can really learn about what their greatest needs are. We can spend all our time and budget on things like gift cards and T-shirts, but sometimes all drivers want is to work with people they care about — and who care about them.”

What Research Shows Drivers Want

Listening to driver feedback provides an opportunity to get a good feel for how their needs are changing over time. That’s been especially true during the COVID-19 pandemic, and data in our Q3 trends report emphasized that.

“One of the most urgent topics that drivers discussed in Q3 was about home time,” Love says. “This is related to family and urgent needs, sometimes even related to COVID-19. They’re looking for companies to be diligent about making sure they have — and take — time off.”

This desire for increased home time sometimes reflects promises that were made to drivers before they were hired for a given company.

“We see a lot of times that companies will make a promise to a new hire, then break that promise, and this breaks trust,” Love adds. “When time off is used as a lure during the hiring process, it becomes especially important to ensure that home time is available on a consistent basis.”

Gather Feedback About What Your Drivers Want

If you’re looking to take action to express your gratitude to drivers this holiday season, your first step is collecting information about their true needs. You can do that in a couple of key ways using WorkHound.

“The first step is asking drivers to share their specific, honest needs, and doing this anonymously lets them know they’re not going to face repercussions,” Love says. “On the flip side of that, companies can also use their weekly broadcast to say something like ‘Here are some ways we’re considering honoring drivers this holiday season, share with us what you think would be most helpful.’”

Gathering insights can help you make meaningful gestures to show drivers you're thankful this holiday season and beyond.

“The main thing is: Every year, drivers need to be shown gratitude,” Love says. “But this year, of all years, carriers have to get it right. Be extremely thoughtful and intentional. Drivers will remember how they were acknowledged for their work during this trying time.”

Ready to raise the voice of your drivers? Sign up for a free demo to learn how we can help.


upt

UPT: Anonymous Feedback Reveals Honest Concerns

United Petroleum Transports (UPT) had retention problems at five of its customer service centers.

UPT manages a complex distribution network for fuel, oil, and chemicals with 16 facilities stationed throughout the South and Southwest. More than 500 trucks deliver product throughout the region, and it employs 800 people, 630 of whom are drivers.

The Oklahoma-based company operates under stricter regulations than other transportation companies due to the volatile nature of its cargos. Drivers at UPT must hold specialized certifications to haul these materials. Because of this, retention of its drivers, along with recruitment, are an ongoing concern.

Management conducted a tour of its customer service centers to assess issues identified by driver feedback using WorkHound, an anonymous mobile platform that helps companies elicit honest feedback from employees. UPT started using the service several years ago to learn from drivers across the fleet.

"One of the biggest challenges is communication. If not communicated correctly, the implementation of most plans can be misinterpreted and sometimes have the opposite effect of what you are trying to accomplish," said Holly Forsyth, Manager of Training and Recruiting.

She and other managers review feedback from WorkHound each week and formulate plans of action. Some issues might deal with small communications about benefits, while others may involve pay increases for certain areas, she said.

The retention tour of customer service centers allowed her team to better understand the issues affecting each facility. This strategy allowed them to proactively address problems that affect retention or could affect it in the future.

"The tour has led to many changes throughout the company as a whole," said Forsyth.

WorkHound isn't the only employee feedback tool UPT uses, but it may generate the most honest responses. The company uses in-house surveys and recruiter phone calls to drivers, and leadership has noticed that responses from those methods tend to deliver "more positive" responses from employees and don't always reflect what management suspects might be occurring at different locations.

Honest feedback has important ramifications for policy decisions that have to work at each level of the organization, especially for drivers who are at the heart of the business.

"Without the feedback from the people who are impacted daily by the decisions made by leadership, we will never know how truly effective the changes have been," Forsyth said.

She said driver retention and recruitment is a "messy catch-22," but efforts to improve the former have made the latter easier and more sustainable. Insights from WorkHound have helped UPT identify problems much faster, and drivers like to know their voices are being heard, whether it relates to positive feedback from a pay increase or concerns about a policy change.

While negative feedback is crucial to identifying problems, positive anonymous responses also help reinforce management decisions when they're the right ones."Leadership is able to use this feedback to truly understand the needs, concerns, and, what we sometimes forget — the things we are actually doing right," she said.

Currently, WorkHound is only used by drivers at UPT, but the tour reinforced the value of giving all employees a real-time voice in decision-making, and continues to help management get a better understanding of their organization from the bottom up.


Truck Driver Retention Strategies

The Top 5 Truck Driver Retention Best Practices for 2020

According to industry data, truck driver retention is the most pivotal key to trucking company success in 2020.

While technology focused on collecting data on truck drivers has been all the rage, drivers themselves are revolting against Big Brother-esque technology (think dash-cams and ELDs) that provide scarce - if any - value to the drivers themselves while providing a ton of data to their employers.

In 2020, trucking companies looking to gain an edge must zig where everyone else is zagging by placing a profound emphasis on truck driver retention. The best way to do so? We are about to show you.

The Top 5 Truck Driver Retention Best Practices for 2020

The following is a list of truck driver retention best practices curated from years of research by the Workhound team and our established recruiting and HR partners like HireRight and DriverReach.

You can access deep dives on each of these subjects via our Resources page. But at a high-level, the main driver retention best practices you need for 2020 are below.

Truck Driver Retention Best Practice #1. Solicit Driver Feedback

Asking for truck driver feedback may not seem like a radical advance forward for truck driver retention, but in fact, it’s the critical first step.

 

themes by sentiment

Truck drivers may or may not be full-time traditional employees for your business, but they must be treated as such. Where most transportation companies fail is in taking for granted the need for their drivers to be heard - just like any other employee.

Your truck drivers are no different from your sales reps, your management team, your accounting team, and so forth. They move your business forward. Give them a forum to submit their thoughts and insights on how the business and running, and you’ll be shocked at how quickly the feedback will impact driver retention.

Truck Driver Retention Best Practice #2. Act on Driver Feedback

Once you’ve solicited driver feedback, the next step is to act on it. Don’t let driver requests, complaints, concerns, or suggestions sit idle in the truck bay. If their feedback is actionable and valid, act upon it.

If it is lacking understanding, let them know why. Enlist the help of your operations, recruiting, and human resources talent to formulate a strategy for responding to driver feedback. This is where WorkHound comes in.

Truck Driver Retention Best Practice #3. Build Dialogue, Rapport, and Trust

The goal of all driver feedback-based communication should be to create a dialogue and rapport with your drivers. Dialogue and rapport is a means to an end - the ultimate goal is to build trust with your drivers.

Honest, open, and authentic communication is key here, so is consistency and forum. Give your drivers a vehicle for clearing the air and expressing themselves to your management team. Collect insights from these conversations, so they can be used to influence future company practices and strategies.

Truck Driver Retention Best Practice #4. Provide Better Routes

Where possible, give drivers better routes that let them stay home more and avoid putting them on cross-country routes that lack consistency and proximity to their family.

Drivers have families, hobbies, holidays, birthdays, graduations, anniversaries, and the like to attend, too. Give them more opportunities to be present for those special events. Give them more opportunities to keep semi-regular hours and spend time with their loved ones. This move will engender loyalty for all kinds of obvious reasons.

Truck Driver Retention Best Practice #5. Pay Them Better

Before you invest in some expensive logistics data solution. Before you give your office employees a raise. Remember this:

Reinvesting that money into truck driver compensation is going to generate major returns for your business in the form of happier, better-incentivized drivers who are more likely to stay loyal to your company. It’s the best place you can invest your money in 2020.

truck driver recruiting

An important final point on pay: make sure your compensation plan is clear. Truck drivers value that as much as anything, according to our First-Half of 2020 survey.

More Resources on Truck Driver Retention

Looking for more insights? Check out the following resources on the Workhound Resources page.

Ready to make driver feedback and communication a massive competitive advantage for your transportation company?

Contact us to see how Workhound's driver feedback solution can make your truck drivers happier, more productive, and more loyal to your company. 


hr employee feedback

What Should HR Do with Worker Feedback?

Implementing a successful worker feedback program is about more than simply soliciting employee commentary. It's also about instilling confidence in workers that you truly want to know the good, the bad, and the ugly. Afterall, only 13% of workers actually feel like their company values their opinion.

Feedback is a cycle — you take the first step by offering your employees the opportunity to share their wants and needs with your business. But what do you do with the feedback once you have it? There a few ways to answer this in order to build an effective feedback program, but you can think of it like this: Asking for worker feedback is good. Acting on it is great. And letting workers know they're responsible for the impact is the cherry on top!

The good news is, managing and responding to feedback isn’t an insurmountable task. Today, we’re sharing our thoughts about how your company can appropriately manage and respond to worker feedback.

What Happens When You Don’t Respond

Let’s first think about what it looks like to employees when a business doesn’t respond to worker feedback. Put simply — it’s a bad look.

“Lack of communication allows team members to create their own narrative about how you feel,” says Katie Love, Marketing Manager at WorkHound. “They may imagine their employer is reading the feedback and laughing or rolling their eyes. Psychologically, everyone has an imaginary audience, and that allows them to misinterpret how their feedback is being received. That’s especially the case when no one responds.”

We all know that especially in situations of high stress, the imagination can run wild — and if you’re imagining that your employer isn’t taking your feedback seriously, you are much less likely to share your thoughts in the future. 

Another scenario also makes future feedback less likely: Employees may wonder whether their feedback was even received.

“Another assumption a team member may have if they don’t receive a response to their feedback is that it just wasn’t received in the first place — or that the company isn’t reading them at all,” Love says. “Not closing the loop results in assumptions.”

How to Respond Effectively to Employee Feedback

So, what does an effective response look like? Unfortunately, there isn't a one-size-fits-all response and this will vary tremendously based on the individual circumstances and the company. 

But there are some basic components to effectively responding to employee needs and concerns. The way you respond will depend on whether the feedback is related specifically to the individual who gave it or if it’s broader in scope.

“The companies we work with manage response in a couple of different ways,” Love says. “Most commonly, companies will rank feedback by volume to determine priorities. When we see lots of feedback on a certain topic, that particular topic often becomes a priority since it’s related to widespread concern.”

When feedback drives change, it's also important to communicate with employees that changes are being made. 

“If it’s a high-priority topic that has become widespread, our Customer Success Managers work with companies to form a response that either the company ‘has received the feedback and this is how they’re going to take action’ or ‘they’ve received your feedback and here’s some more information about why things work this way,’ in order to communicate empathy and build transparency,” Love adds. 

When a concern is specific to the person providing feedback, the response can be more individualized.

“Feedback is often unique to the commenting employee — for instance, someone who has had a bad interaction with another employee or has a question that’s specific to their individual needs,” Love says. “If the company wants to communicate with that person, our service offers a resourceful message called a "One-Time Notification" that allows complete communications with the worker without requiring the employee to reveal his or her identity.”

The Quality All Effective Responses Share

While the way in which you respond to feedback will vary some, there’s a common and consistent characteristic of effective response: Transparency and Empathy.

“Companies should communicate that they’ve received the feedback, acknowledge that there’s a reason behind the feedback, and then communicate a plan to take action,” Love says. “If everything goes smoothly, then they can communicate again with confirmation of the action and its results. The key here is to communicate clearly, understand where the worker is coming from, and follow up as needed.”

Ready to begin gathering feedback from your employees? Sign up for a free demo to learn how we can help your business.


Why Building the Right Team Matters

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 Wincek.

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!