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Ground Rules for Your Driver Recruiters

Previously we suggested some important factors that will lead motor carrier CEOs to better control of their high driver turnover problem. We offered some ideas to successfully manage the Electronic Logging Device mandate and how to avoid losing drivers that are fearful of the impact of this required technology.

Secondly, we suggested the need for motor carrier to CEOs adopt and buy-into real change – change in culture, operations, attitude of employees as well as drivers and shippers.

Finally, we developed the idea that it is time to retrain your current “recruiters” and train new ones to become much more capable of conducting more in depth recruiting, screening and onboarding procedures to qualified new drivers to your company.

Keep in mind that there are too many people “recruiting” that are not trained properly and often have other responsibilities. It is time to have at least one professional, well trained “recruiter” who may or may not also be the chief retention officer at the same time.

None of this is meant to sound easy to do. First is the commitment, then strategy and finally proper execution of new procedures, standards and policies. There are still many very qualified drivers. Many are looking to change companies. Still many more have lesser standards and the challenge is to attract the best of the best. Sound impossible? Let’s see.

Successful recruiting of drivers includes not only sourcing, interviewing and hiring candidates but also requires some new innovative procedures in the onboarding process. Forget everything you have leaned and do to onboard a new driver.

Let’s look at some big differences in new thinking.

Companies that take a new driver and take a couple of hours to a couple of days in “orientation” are both probably starting to lose that driver already with the first moments of contact. Your presenters don’t show any respect for your drivers when they show up late and keep drivers waiting that happens all too often.

Trucks that need inspection should have that requirement completed while the driver is busy with orientation not on the last day when the driver should be ready to leave with a load. Required paperwork should be completed early and not require drivers to hang around waiting for HR or safety of other department to complete paperwork with the drivers. Companies that require new drivers to show up one day and keep them for 2 or 3 or more days is just plain wrong.

Redesign your orientation plan, training and schedule so that the program only focuses on what is critically important that the driver(s) really needs to know from the time spent not driving?

Ask yourself: do they really need to spend several hours on Haz Mat, or drug testing, or load securement from orientation? Some would argue absolutely yes and some absolutely no! A well written test of driver knowledge can cut hours off of the initial training. A road test can save a lot of time, money, and potential roadside violations and claims for crashes and cargo damage

Let’s start with some fundamental changes in your orientation program that will tell the driver that the promises you made and expectations you created thus far in your communications with the driver are really different, truthful and will cause the driver to say “wow”.

Here are some new ground rules:

First, replace class room orientation training with a more robust interactive methodology that eliminates the driver sitting for hours or days. He has enough of that in the truck.

1. Use props such as a real trailer to show how load securement in LTL or flatbed should be done.
2. Use a tractor, even the drivers and go through a complete vehicle inspection, pre-trip, brake adjustment and other sources of mechanical failure and roadside violations.
3. Use an ELD to train on your ELD Program.
4. Think of props that you can use (Buy, Build or Create) to show and not talk to drivers; this is interactive training, and much more effective.
5.  Think of practical hands-on ways of teaching, training the topics that will help the drivers be safe, compliant, efficient, understand your systems and procedures.
6. Take drivers to HR, settlement or payroll, safety departments rather than having these department people come to a classroom.
7. Meet with the people at their desk that process trip packets, review POD’s, bills of lading, fuel advances, etc.
8. This is more impactful in getting compliance than from boring classroom training
9. Avoid lecture format as much as possible – include current drivers in teaching when possible. These are driver Ambassadors.
10. Avoid PowerPoint at all costs.
11. Avoid drivers sitting in front of videos.
12. Invest in a desktop simulator of driving scenarios to “humble” drivers that think they are great.
13. Have drivers go through “Decision Driver” training as a group.
14. Role play with drivers about voiding road rage aggressive driver behavior.
15. Conduct a Commentary Drive Assessment where drivers are actually driving with an instructor and giving a running commentary of what they are doing and seeing. This is a powerful training tool.

Working on these changes in your company activities will have a huge short-term and long-term impact on your driver satisfaction, productivity and profits. Begin to learn how to create an intelligent driver retention system.

In part VI of this series we will discuss the last two critical changes you can make in your driver recruiting and retention activities. Work all these changes into your company operations and you should yield at least a 15 to 20% reduction in driver turnover plus begin to be recognized as a great place to work and, consequently, attract new drivers, allowing you to grow your company.

The Foundation of a High Rate of Driver Retention

Who is creating your turnover problem? Is it you as CEO (or other senior executive)? Are you creating your own capacity shortage because of poor planning and not preventing driver defections?

What can you do to grow in 2017, make money while working through all these pressures and ensure that your driver retention results improve?

Unless you have a system that successfully attracts drivers, keeps drivers, and helps them in their work/life satisfaction and balance, you will continue to enjoy the revolving door that is draining profits from your bottom line.

No surprise here, but it is truly amazing that probably 95% of all motor carriers do what they have always done in recruiting, screening, interviewing, onboarding and ultimately not keeping 80% of their drivers over time.

Perhaps it is time to try something really different. Change the company culture.

The successful and very smart CEOs know that developing systems and procedures and a way of doing business that attracts and keep drivers, shippers, and key employees are the recipe to success. A well-known trucking company in central Illinois attributes their 30% turnover to the way they treat their drivers and, believe it or not, their faith-based culture.

It works for them.

Changes in culture such as how drivers are talked to, how problems are managed and how the important issues are handled, such as understanding why drivers leave or correctly managing expectations, are primary reasons why they say “yes” to a particular company that they will work for.

The ultimate impact on your company is a positive one – the improvement of driver retention.

There are 2 critical success factors that must be the foundation of a change in culture to support driver retention – without them, I can guarantee you will fail.

1. It has to come from the top. There must be CEO buy in, a commitment to maintain an ongoing focus on the importance of the driver as your company’s greatest asset.
2. Adopt a Drivers Are First mentality. This means a major change in attitude and behavior in your company culture so that drivers are treated with respect, honesty, truthfulness in dispatch, payroll (settlements), home time/time off, resolving problems they face with shippers/receivers and concern for their success.

Throughout this series, we will continue to discuss additional factors that influence your ability to have a driver retention program you can be proud of and, consequently, grow your business and your profits.

In 1965, President Lyndon Johnson visited New Orleans within 24 hours after Hurricane Betsy.

“In the Ninth Ward, Johnson visited the George Washington Elementary School, on St. Claude Avenue, which was being used as a shelter…” the diary reads. “At first, they did not believe that it was actually the President.” Johnson entered the crowded shelter in near-total darkness; there were only a couple of flashlights to lead the way.”

“This is your President!” Johnson announced. “I’m here to help you!” Pensito Review, John Ponder 8/30/2007 and Edward F. Haas, Gulf Coast Historical Review

Imagine if presidents/CEOs of trucking companies were to shine a light on their company wherever their drivers may happen to be and shout out:

“This is your president (or CEO)! I am going to help you to get better pay, more home time, less waiting for pick-ups and deliveries, and guarantee that my staff and that of our shippers and receivers will forever BE NICE to you!” 

Would that be powerful? Would it keep drivers from looking for a ‘better’ place to work?

As we noted in Part I of this series; if the president or CEO could make good on these promises – it just might.

If a president/CEO isn’t engaged in a manner of thinking that consistently improves operations and working conditions for the drivers, is out of touch and continuously focusing on tired, outdated practices, he/she will inevitably experience high turnover and mediocre performance in driver and customer service levels.

When excuses and habitual performance of standard routines and processes (tactics) dominate thinking and execution, that foregoes strategic thinking. Consequently, ownership of the outcome changes the game.

For the president/CEO to really make changes, it is essential to look at his business differently.  What’s really going on and what questions should he be asking?  What challenges are there to the answers that emerge?  Is it necessary to look through a different lens to identify the core issues that need to be exposed?

Ask yourself: “how will your customers benefit when your drivers are best in class, perform better and retention is stabilized?”  A recent conversation with the senior transportation executive of a large distribution company using 240 different carriers and moving 6,000 loads a week recently told us that low turnover translates into better service for the carrier’s customer. “We will not use a carrier with high turnover”, he said.

Look at the true cost (and loss) related to recruiting and retention in your company.

Consider the return on an investment in “retooling” your attitudes, processes, procedures and providing significant intensive training to change the way you do business that will result in lower driver turnover and significantly better overall performance and customer satisfaction.

Now take it a step further – how would an environment where qualified drivers seek out employment at your company change your priorities, expenses and stability?

Creating an intelligent driver recruiting and retention system at your company requires the ability to admit “it’s me, not them”. It requires strategic thinking that results from integrated reasoning that focuses on the big picture of a problem quickly and intensely. It avoids outdated ‘best practices’ thinking and replaces it with ‘next practices’ innovative thinking.

So how do you start? Three key elements should be at the forefront of this kind of system which will also provide results that create some “Ah ha” moments for the CEO and his leadership. They are:

1. Conduct a driver turnover assessment. Take a closer look at your retention and recruiting strategies and why they are not working as well as they could be. Time to make hard choices!
2. Assess all internal job functions and performance with all employees who come in contact with your drivers. See how your drivers are really treated, from their perspective
3. Identify the preferred qualities of the best drivers for your company. What traits, skills, experience and attitudes are most desirable for your drivers?

Do you as a trucking company CEO honestly believe that there is a truck driver shortage, or just not enough drivers working for you?

Job satisfaction is not always and only about money.  In fact, survey after survey of employee satisfaction shows that money is normally number 3 in the hierarchy of what people value from their jobs, their company and their career.

More often than not, the number 1 factor expressed is “I want to be appreciated and recognized for my job performance”.

The Boston Consulting Group recently surveyed over 200,000 people around the world and found that the #1 factor for employee happiness on the job is to get appreciated for their work. (Forbes Dec 15, 2014, Jacob Morgan)

Create an “I Appreciate You” culture. 

Employees and, in the specific case of the trucking industry, their company drivers and their independent contractor drivers/owners, too often leave a company for a variety of reasons. If those reasons can be summarized simply — they just are no longer happy being at their present motor carrier.

When a corporate executive or manager takes the time to praise, recognize and acknowledge their people individually, it changes the game and will open the door for a conversation that needs to happen to ensure that the employees are happy.

When they are happy, they probably will stay. If they are not, then you will know and will have an opportunity to at least surface unhapppiness and perhaps provide an atmosphere where being heard can be a solution even though a specific problem cannot be addressed adequately, if at all.

More often than not, truck drivers, whether employees or independent contractors, would welcome the opportuiity to let their company executives know how they feel about matters that affect them. In most cases, they know that to do so is risky because it would be received as a bad attitude, non-constructive criticism or just complaining  Drivers need to have an opportunity to be open about the company, people, customers or even vendors.

Drivers too often leave over misunderstandings or minor issues that if addressed might improve the driver experience for the whole company and be a major source of driver retention instead of defection.

What if ownership and management could benefit from anonymous but useful and truthful information about the company that prevents drivers from being happy?

What if drivers could self-rate their satisfaction with the job, the people, the customers and the company? This could lead to preventing small or large issues from being ignored — those issues could be addressed routinely by messaging drivers, especially if a pattern or theme develops that might require a review and action steps to be taken by the company.

This does not mean that every issue has to result in the company taking actions to just satisfy the drivers. However, recognition and acknowledgment of the company’s position would go a long way to helping drivers understand why things are done the way they are.

Praise and employee appreciation are critical elements of a great workplace. You as owner, executive or manager want to be respected and valued for your contributions and so do the people you work with.

 An “I appreciate you” culture should include everyone.

An “I appreciate you” culture should include everyone.  It’s not just about executives, managers and supervisors showing appreciation to subordinates.  It’s about subordinates showing appreciation to their supervisors, managers and executives too. It’s about co-workers showing appreciation for one another.  While it is important that the program start from the top down, it also needs to be instituted from the bottom up and across the entire organization.  People appreciate a simple thank you no matter who it comes from.

Stay tuned for Part II of this article which will include detailed information on how to have a successful “I Appreciate You” program.

According to the latest monthly jobs report from the U.S. Department of Labor, September reported the second consecutive hiring decline with a loss of 4,000 trucking jobs over August. The uptick since last year has been significant but the slowdown in freight is creating a gap between available drivers and freight with freight rates also suffering as a result.

Business is slow and has been for the past several weeks at least in the Midwest. Here is an example of the impact of the current excess capacity situation that has surprised many trucking executives:

“I had three truck drivers last week come in to my office, off the street, asking me if I was hiring,” a local truckload company executive told me at breakfast last week.

Thursday, another CEO said, “I have twice as many drivers as I had a year ago, which is the good news, but I am only working most of them 4 days a week because we are slow”.

However, in speaking to the president of a national transportation association in early September, my comment that Midwest freight has been slow was met with her response: “I had not heard that. Other parts of the country are very busy”.

The truck driver shortage has been a major force to deal with in the trucking industry since the winter of 2013 and has not reversed since, or has it?

It seems there are pockets of the U.S. where the driver issue still exists while in other regions, drivers are filling trucking company pipelines with drivers looking for work because they can’t seem to find enough opportunities now.  This is despite what most observers think is usually a very busy time of the year for transportation.

What are you experiencing?

Do you have enough drivers?   Do you have a surplus of drivers? Do you have enough freight?

What are you doing about it?

In a previous article, The Driver Shortage – Is it Over?, I argued that trucking company CEOs’ confidence in a backlog of driver candidates is dangerous.

While the plan to have qualified and approved drivers on hand until the freight volume improves so you can put them to work, sounds like a good strategy, these drivers probably have positions promised elsewhere – and the first call to work wins.

Further, if you have reduced miles and moves to keep your hired drivers working, how do you dissuade them from approaching other companies to look for a better deal during these tough times?

This driver shortage issue has not been resolved, we are merely riding the tumultuous transportation coaster. The only way to gain security for drivers in your organization is to be the small percentage brave enough to focus on the big picture, and take the much needed drastic steps to create the culture necessary to KEEP drivers long-term, or you can continue to sit at the gambling table with the competition and enjoy the turnover roller coaster.

In my new book which will be out this fall, Creating an Intelligent Driver Retention System – Rethinking Your Strategy and Practices I propose a very different approach to driver retention. By implementing a series of next practices, you can virtually eliminate recruiting problems so that you may focus on growth.

Creating a truly effective marketing strategy that focuses on your ‘Attractor Factor’ will pull drivers to your company for the right reasons. This will allow you to build a stable work force rather than getting drivers by offering short-term solutions which only set you up for high turnover.

The upshot is that the CEO needs to gather his team, whiteboard new policies, procedures and attitudes and provide significant training to all employees that come into contact with drivers so they accept the changes needed.

Finally, protect your drivers from the maltreatment, rudeness and disrespect that they often experience at pick-up and delivery docks.  Do not tolerate abuse of your drivers.  This factor alone will spread your new “reputation” as being a great place to work at.

For more information and a free sample Recruiting/Retention tool, contact me at norris@rredinc.com or message me on LinkedIn

Norris Beren, CEO of Risk Reduction Education located in Mt Prospect, Illinois, provides executive advisory services to transportation and logistics CEOs and their executive teams to get out of “stuck” and become top performing companies. He uses a different lens analysis of legacy thinking including advanced strategies on retention and recruiting.

According to trucking company CEOs in the Midwest, for the first time in several years they have a pipeline of qualified, approved drivers ready to go to work for their company…but they don’t have any work for them.

One CEO of a multi-state regional intermodal carrier said this week, “I have 220 drivers working, mostly every day, all day but I also have 15 new drivers that safety has approved, but we can’t put them to work yet”.

He continued, “Freight is slow and has been since right after the July 4 holiday.  It’s like somebody threw a switch and turned off freight”.

This motor carrier has 3 recruiters and he has told them to slow down. Without freight for the current drivers, they can’t use more. He may have to lay off the recruiters.

The VP of operations of a Chicago suburban local LTL carrier told the author, “We recently turned over 10 aging tractors and straight trucks in favor of new long-term leased equipment.”  He said “I have two new tractors that have been sitting every day for 4 months.  They have no miles on them because initially we did not have a driver for either of them and now we don’t have enough freight to keep everyone else busy every day.”

What is going on? The pendulum has swung from not enough drivers to not enough freight – this unexpected turn is a very dangerous position for these carriers to be in.

But what is the real problem that these company executives should be worried about? Why are these drivers all of a sudden becoming available– is it because there is not enough freight where they presently work?

Probably so, but have you considered these questions?

First, how will you keep them interested until you need them?

Second, where else are they already “hired” pending the call to report for work?  What if when you need them they have already accepted positions elsewhere.  Your pipeline of new driver prospects may quickly become empty.

Third, and possibly most important, how many of YOUR drivers also have become nervous and made themselves available for work elsewhere?

When freight volume begins to pick up, which it will, and you want to start adding those new drivers you may find yourself without that bench strength and also see that some of your existing drivers are also no longer available for work with your company.

The ATA predicts freight volumes will increase by almost 29% over the next 11 years.

S. Freight Transportation Forecast to 2026– from ATA and IHS Global Insight

Quite a turnaround and a very interesting set of unexpected consequences. So the euphoria you feel now that you believe that the capacity crisis is over may be short lived. It’s time for a reality check.  The revolving door of drivers is on temporary hiatus and could quickly become a disaster. Your growth strategy could crater quite quickly.

While consulting with many motor carriers on recruiting and retention strategies, I have offered a different kind of approach to building their driver force while reducing attrition.  Clearly there is no shortage of strategies that carriers are using to attract and keep drivers. Also, there is no shortage of money being thrown at the problem. There are offers of bonuses, loyalty programs, more home time, new trucks and higher mileage rates, yet the shortage and turnover problems continue. Why?

In my new book How to Find and Keep Drivers and Independent Contractors (available now as an eBook and on Amazon Kindle,  September 1, 2015), I offer a solution that depends on motor carriers creating an “Attractor Factor” culture that will draw drivers to their companies like Google and other companies do to attract wannabe employees from all over.

The ATTRACTOR FACTOR strategy depends on three principles:

• Changing the company culture in ways not currently being used by more than 98% of motor carriers
• Having a set of “tools” that will change the way you market, recruit, screen, qualify, hire train and retain new drivers as well as existing drivers
• Changing the game. Become a company of “next practices” thinking and innovation beyond the best practices of your competitors.  Show your customers and your drivers why they should hire YOU (Your Company)

This powerful set of strategies, action plans and execution steps that I call “Next Practices” in driver retention and recruiting can be relatively easy to implement though it takes commitment, time and everyone in your company buying into a new program and way of thinking.

Sound familiar? Nice words and yet the same old stuff that you have been hearing for a long time?  Check it out and see how the possible is possible. Working with many motor carriers at the same time allows me to see lots of different strategies and gives me the ability to develop these next practices out of the different approaches of dozens of carriers. This is the best of the best.

For more information and a free sample Recruiting/Retention tool, contact me atnorris@rredinc.com or LinkedIn at http://www.linkedin.com/in.norrisberen

Norris Beren, CEO of Risk Reduction Education located in Mt Prospect, Illinois provides executive advisory services to transportation and logistics CEOs and their executive teams to get out of “stuck” and become a top performing company. He uses a “different lens” analysis of legacy thinking including advanced strategies on retention and recruiting.

Consider the Driver’s Point of View — Make Them Happy

Well known 20th century author C.S. Lewis said:

My own eyes are not enough for me, I will see through the eyes of others. 

How many trucking company executives and staff look at their job and interactions, communications and conversations with drivers through the eyes and perspective of the driver rather than their own?

Sure, many of these company people have been around the industry for a long time, and many have been drivers themselves. But what does that really mean in the recruiting, screening and retention of drivers?

In this series of articles we are looking to explore strategies that are different, highly effective and innovative to help motor carrier companies change the game of recruiting and retention to achieve an ‘Attractor Factor’ which motivates drivers to come to the motor carrier for work rather than the company struggling to get enough qualified candidates to begin to screen.

This third ‘secret’ to say goodbye to high commercial driver turnover is to walk in the shoes of the driver and see things as the driver sees his job, his day-to-day routine and his needs, wants and rewards.

Here is a sample of what causes drivers to be “unhappy campers” but seldom mention:

1. I don’t want to be told: “Drive it as is and we will fix it when you come back”.
2. I am a person, not a number: “They don’t care about their drivers”.
3. Poor dispatch –“I wait around for a long run and they give me a short instead, then maybe a long run. This gives me very unpredictable home time”.
4. Shop delays: “I waited all day for them to fix…”
5. “This is the third time I wrote up the same defect and it’s still not fixed”.
6. I’m a company driver and I am required to attend safety meetings without pay.
7. Don’t mess with my settlement/paycheck for unexpected deductions or not getting paid for promised detention/waiting times/expenses.
8. “Why can’t I get their help when situations call for it”?
9. They abuse my personal cell phone usage and they too often call me at home on my off time.
10. “Too often they give me the wrong address or the wrong directions”.

This is not the usual list of driver concerns most often expressed such as mismatched expectations, lack of respect, or promises not kept. These are the type of issues that drivers talk about at the truck stop or at home or while standing around at the shipper or receiver waiting to load or unload.

Companies that are sensitive to looking at their drivers from the driver’s perspective and learning, knowing and responding to the emotional reactions resulting from the types of situations mentioned above will find themselves with much better retention and a high level of word-of-mouth PR that will attract drivers that will seek them out as a potential company to work for.

Walk in their shoes, listen to them, ask them “how are you doing” and, yes, you will hear a lot of whining and complaining, but is some of it real, important and worth doing something about.

You decide the cost/benefit of ignoring meaningful problems or taking action where appropriate.  It costs much less to keep a driver than to replace one. Drive down your turnover by driving up the emotional quotient of your drivers.

Thanks to the drivers who have commented on previous posts — I am listening and passing on to the company execs what they need to hear.

Knowledge is Power – How to Know What You Don’t Know About Your Company

In the previous article we began a discussion of why only a few trucking companies enjoy low driver turnover and high productivity, when most don’t.

Developing a powerful brand reputation where Drivers are Really Everything[DARE] and where it is well known that the CEO is committed to build a culture that supports the drivers is a powerful way to create an ‘Attractor Factor’. This approach will pull drivers to the company rather than push them away, which most companies unintentionally seem prone to do today.

So ask yourself: Do you know what you need to know to begin to build a competitive retention strategy for your company?

Before you begin, consider that you may have the same challenge in common with so many other carrier companies (or any industry struggling with finding and keeping good employees) — you don’t know what you don’t know.

In consulting with dozens of trucking company recruiters, operations and safety staff, we follow the simple mantra Knowledge is Power. You cannot find out what you don’t know about your company and drivers or more importantly, what you need to know, unless you ask!

A discovery initiative will most likely yield some unsettling or less than desirable insight, though if you continue to bury your head in the sand you risk short term quick fixes instead of building a foundation that supports long term, productive results.

So here are some action steps that could have a huge impact on retention and promote your brand reputation that existing drivers will begin to talk about. This approach will go a long way to reach drivers looking for a change, but to a company that really cares about and understands their drivers and their needs and desires. Steps to gain necessary knowledge:

1. Conduct live interviews with existing drivers in a structured format when possible, you will be surprised about what you will learn. For a copy of our live sample interview survey script, Driver Study Talking Points message or email me.
2. Train your dispatchers how to listen to, honor and respect drivers. As your ‘front line’ they should also be aware of how to be sensitive to unspoken problems and obstacles carriers face on the job and know when to report issues that need attention.
3. Ask your drivers for their solutions to these problems. When conducting your live interviews or consider using a survey for them to record their thoughts as a tool for you to begin improvements.
4. Send out regular questionnaires to drivers and ask them to ’rate’ your customers, and your key staff from their point of view. Then take action on problems or explain why no action is warranted — but stay connected and be responsive. You will have to separate legitimate comments with merit from comments that are self-serving. For a copy The Employee Perception Survey, message or email me.
5. Introduce a senior executive, as high level as possible to all new drivers at orientation, in person, or electronically where there are multiple locations.
6. Avoid the usual practice of classroom orientations that go on too long by reviewing policies on PowerPoint presentations. Endorse the DARE attitude on day one – give them the necessary, interactive attention and you will learn if initial expectations are being met.
7. Let drivers know the CEO is committed and open to hearing their questions and concerns and invite them to have open and honest conversations with management. The development of the type of culture where “Drivers are Really Everything” must begin at the highest level of management, and that must be the CEO/Owner.

The process of interacting with drivers to get their opinions and then acting on some of the needed actions will provide the company with enormous brand value and go a long way to attract new drivers — and keep many more that might otherwise leave. These action steps will begin to create a new culture and high level of professionalism if the procedures laid out herein are adopted.

Drivers will appreciate the new level of involvement and share it with outsiders. This will help create and promote a pull marketing initiative.

Measure the results by using a dashboard to report daily and weekly activity and the impact on recruiting new drivers and retention of existing drivers. It will also allow you to tweak any activity which needs improvement or elimination.

Next up: Secret # 3: Incentives Don’t Overcome Other Issues

From How to Find and Keep Truck Drivers and Independent Contractors  by Norris L. Beren of RRED, Inc. – Coming Summer 2015: Norris Beren, CEO of Risk Reduction Education located in Mt Prospect, Illinois, provides executive advisory services to transportation and logistics CEOs and their executive teams to ‘get out of stuck’ and become a top performing company again through a different lens analysis of old school thinking.