利用者:KirstynFendley582のソースを表示

I have been in the staffing industry for over 10 years and have held a Class A Drivers License since 1994. Truck driving is a vital role in the American economy, and the industry is heading towards the perfect storm when it comes to hiring quality truck drivers. The professional driver average age is approximately 50 years old, the government and insurance regulations and guidelines are tightening, and the future and recent generations entering the employment market do not seem to be interested in becoming professional drivers.

There is good news right now, but like all job markets the tables will turn soon and truck drivers will be in high demand. Due to the recent economic and financial situations through the United States, there are a lot of drivers available right now who want to go to work. The key is how do you find the right driver for your organization. This is where the industry appears to have formulated the classic "screen out" system of recruiting.

What is the "screen out system of [http://www.apexdrivers.com/ "Recruting Drivers"]? It is when the transportation company combines the government regulations, insurance industry guidelines, and what it feels are deal breakers for a truck driver candidate and builds a check list so to speak. The check list's sole responsibility is to screen out all drivers who do not meet at least one or more of the pass/fail criteria of the list. In theory, this sounds like a solid way to approach sifting through countless applications, emails, faxes, phone calls, resumes, and walk-in candidates; however, I would suggest it lacks insight into the true reason companies hire individuals and add value to the company.

Why do companies [http://www.apexdrivers.com/ "Find Truck Drivers"]? To deliver the goods and services they promise to their customers. The driver is the execution arm of the organization once the load is obtained. Does a standard pass/fail checklist of traits give the recruiter a true sense of the driver's value to the organization? I can appreciate specific items on the check list such as DUI's, felony convictions, and other government mandated criteria for hiring a professional truck driver, but what about the subjective items on the list? For example, I have witnessed companies require a bachelor's degree in other industries and settle on a candidate that had the degree but was not very intelligent or have the right experience to step in and add value quickly. I am sure we have all met individuals who had BA or MBA's that we felt weren't very smart and somehow managed to get a job based on that degree. The transportation industry in most cases carries out this type of hiring when it uses a concrete checklist of qualifications on a pass/fail basis with its truck driver candidates.

My recommendation is to use the check list or "screen out" approach for certain items that are clearly inhibitors to hiring, but I would encourage you to begin trying the "screen in" approach from that point forward. Define the characteristics for success of the job you are hiring for and then develop factual, theoretical, and behavior based interview questions to elicit the responses that will allow the recruiters to determine if the candidate has these traits and will allow the driver to be successful in the position.

The "screen in" approach uses the skills of the [http://www.apexdrivers.com/ "Recruiting Truck Drivers"] that the company invests in every month. The screen out approach is a job to be done by a computer or administrative assistant that is good at following check lists.

How many truck drivers has your company missed out on due to the screening out approach to hiring truck drivers? How many drivers has your company hired that didn't meet the characteristics for success of the job but did meet all the criteria on the check list and ended up getting fired or quitting within months? Screening in takes a little more time and effort, but the rewards are fantastic! Hiring costs go down, screening costs go down, recruiter effectiveness goes up, turnover goes down, operational staff such as dispatch and accounting job efficiency goes up, and customer satisfaction grows.