Post on 26-Dec-2015
transcript
Finding/Keeping
Attracting and Retaining the Best Drivers
Laura AlbertsHuman Resources Manager
Western DisposalOctober 2, 2008
lalberts@westerndisposal.com
A little about my Company – Western Disposal Private
In business for 38 years
Operate in Boulder County primarily (30 miles north of Golden)
120 employees total
Half (60) are Drivers
Dramatically reduced driver turnover and increased new hire quality in recent years…
Even very different organizations will hopefully gain some useable ideas
Turnover History 1999 – Over 80%
54 route terminations
2006 – 8% Just 5 route terminations Best ever
2008 – year to date 11%
2000 2001 2002 2003 2004 2005 2006 2007
43% 40% 29% 22% 13% 10% 8% 13%
1999 – A Wake Up Call A VERY bad year for route turnover
Revolving door of new hires
50 route terminations total
40 with <1 year of service
half (20) of those in 1st 30 days !
We were filling a job 3-4 times before achieving a good fit (revolving door)
Most terminations were involuntarily
Something was wrong!
Today Average Driver tenure is 6.8 years
Average tenure all employees = 8.9 years
> 50% have six or more years of service
22% with 11-23 years
How we approached problem Acknowledged we must be the problem.
Stopped attributing problem to new generations of workers or the general decline of quality applicants.
Stopped rationalizing that turnover didn’t cost much if it happened early.
Decided to come at problem from every angle.
Every Angle Sourcing Screening Interviewing Selection Orientation Training Rewards Recognition Discipline
The only thing we did not changePay (and benefits)
Yes, Western has always paid above what we determine to be “market average”.
But that didn’t keep us from having 80% turnover in 1999.
Nor do we think it was a factor in our achieving just 8% turnover in 2006. That happened without change to pay and benefits structure or strategy.
Sourcing Before and since 1999, employee referrals
have been our #1 source of candidates.
But our culture didn’t always reinforce that referrals should be of high quality.
Starting 2000, we explicitly communicated this to employees as part of the highly-visible changes to the hiring process. It worked.
We opted not to use referral bonuses, wanting pride, not money, to drive referrals.
More on Employee Referrals Applicants get most information about Western and
culture from their employee contacts.
Our employees communicate that Western is a no-nonsense, high control culture with high expectations.
But if you make the grade, you get a lot in return.
Since 2000, only 2 post-offer positive drug screens. No failures in employment eligibility vetting.
Other Sourcing When using ads, we’ve recently concluded
the following: Use both internet and print ads
Some excellent recent new hires have come from internet
But there is still a subset of applicant pool that is not computer savvy and prefers print ads
We would not have some good people if we restricted ourselves
Helter-skelter -- Applications used to go to HR or any one of 5 route supervisors depending on how it came in the door.
With 2000 hiring improvement initiative, all applications came through HR, no exceptions.
HR carefully screened and kept pool of “most qualified” or “pre-qualified” applicants.
Often turned away applications for incompleteness or asked that it be redone.
Any checking that could legally be done pre offer was done (MVRs in particular).
Screening
Interviewing/Selection Interview Drivers like Executives
Before: Interviews were briefer, more casual Incomplete applications were accepted One person (usually route supervisor) interviewed and
made the hiring decision Sometimes made hiring decision after just 1 acceptable
interview After:
3 interviews (HR and 2 route supervisors) More formal, each person asks specific questions Interview 2-4 candidates whenever possible 3 interviewers make hiring decision together (face-to-face)
Setting Expectations Human Resources interview in particular stressed
culture and expectations.
In addition to questions about candidate’s work behaviors, very clear communications about our high expectations.
Supervisors cover culture in interviews too, but this us mainly an HR job. We (myself and another HR staff person who speaks decent Spanish) ten to err on side of overstating what may be fit issues.
Under sell; over deliver. Happier employees.
Vetting Post-offer drug screen (D.O.T. physical and drug screen
timing depend on starting job)
Criminal background checks
Reference checks – past two positions driver or not (plus D.O.T. reference check where applicable)
Social Security and Basic Pilot Program verification within 72 hours of hire
Orientation and Training 1st days and weeks, employees get a lot of
face time route supervisor relief driver other senior driver
Also, training videos and safety sessions... hands on exposure
In past, almost always hired as Helpers (even experienced drivers) and internally trained before promoting to driving positions.
Automation has made this more difficult (only 2 Helper positions), but we still adhere to philosophy.
Even most highly experienced Drivers must go through our training program before taking wheel of Western vehicle.
Orientation and Training
Safety As turnover declined, frequency and severity of
injuries and vehicular accidents also declined.
This also happened as we converted more routes to automation but retention considered equal contributor.
Increased automation allows workers to stay in driving positions longer.
Drivers attend pre-shift safety training meetings every other week.
Operations DepartmentAccident Statistics2000 - 2005
40 38
26
1915 13
0
10
20
30
40
50
2000 2001 2002 2003 2004 2005
Accidents per Million Miles
Operations DepartmentInjury Statistics2000-2005
65
31 3021
33
110
10
20
30
40
50
60
70
2000 2001 2002 2003 2004 2005
Injuries per 200,000 Hours
Driver Tools and Resources Western invested heavily in technology in
early 2000’s. Giving Drivers tools that made their jobs easier contributed to reduced turnover. Bar-code scanners Symbol vs. word maps GIS and GPS technology
Western’s investment in technology has paid off both in terms of retention and profitability.
Incentive Pay – Carrot or Stick? Incentive Pay
Probably a stick... but we present as a carrot.
Huge success - greatly reduced absenteeism and tardiness.
Base Rate plus two $1.00 per hour incentives. Incentives are automatically earned unless infraction occurs:
Any instance of absence or tardiness for which 7-day advance notice is not given
Non-judgmental way to curb attendance issues... simply a consequence
Someone who is absent or tardy without 7-day notice earns $2 less per hour up to 40 hours and $3 less per overtime hour. A powerful incentive.
Incentive Pay Other infractions that result in loss of one or both incentives
Customer complaints
Misses
Equipment abuse
Route check violation
any number if things from non-use of PPE to not following manifest and map, etc...
On average only 4 (range: 0 –15) route employees lose one or both incentives each week
Virtually no complaints about application of incentive pay system
Discipline in General All policies are written with consistency in mind but
language that allows variation when needed
When ______ happens, Western will generally respond by ______ ...
However, response will always be decided on case-by-case basis with consideration of circumstances. No single decision will serve as precedent other decisions.
We strive for consistency but make full use of case-by-case management discretion. We don’t try to fit all cases to single policy. Rather apply common sense as much as possible.
High Expectations... new employee
Keep communicating and reinforcing high expectations... especially early on
Quick to end it if it looks like there is not a fit... be sure, document the facts, but also trust the intuitive judgment of our highly experienced supervisors
Be tough and consistent but also empathetic in real times of employee need (thus the case-by-case decisions in all policy enforcement)
Expect a lot and when it is earned give a lot back
Rewards Employee Favorite Employee Appreciation lunches – simple and for no
particular reason. 4 – 5 per year
Annual Safety Kickoff BreakfastRoute Supervisors Prepare and Serve Food
Rewards Safe Driver Award
Awarded to employees in driving position from January 1 through December 31 who have NO accidents.
An accident is anytime a vehicle makes contact with another object or vehicle. We make no exceptions... backing into a mailbox... it could be a child on a bike.
Award = $100 (net) for each consecutive year of safe driving.
largest award ever given $1,700 for 17 consecutive years of safe driving
last year – 38 safe drivers, award ranged from $100 to $1,300
Awards given at banquet with spouses attending. Gifts of clothing, watches, etc. are also given.
It is a big deal.
Safe Driver
2007
KIKO SALOMON 13
FRED FLORES 10
JOEY WOMBOLDT 10
MARIO PINEDA 9
PHIL WEBER 8
DIMAS SILVA 7
EMILIO RIVERA 6
JORGE ESTRADA 6
PEDRO PARGAS 6
ANTONIO DELAHOYA 6
ADOLFO HERRERA 5
ALEX PAREDES 5
DANIEL NIETO 5
JEFF ROMERO 5
PEPE DESANTIAGO 5
SCOTT DAWSON 5
JOSE OLGUIN 4
ALVARO DELACRUZ 3
TROY HOLMES 3
LUIS ORONA SR 2
LUKE BEAM 2
RUDY DELGADO 2
RALPH ESCOBAR 2
LORENZO CHAVIRA 1
LUIS DIAZ 1
FERNANDO DOMINGUEZ 1
CYP MALDONADO 1
VICENTE MARTINEZ 1
DANIEL SARABIA 1
MIKE TURNER 1
SIMON URIBE 1
CLEMENTE VALENCIA 1
ALAN SARTIAGUIN 1
What leads
to happy
Drivers?
In Conclusion:
Review of Key Points Pay is less important than we all tend to think in attraction
and retention
Adherence to a detailed screening, interviewing and orientation process is critical
Identify your culture and values and communicate it in everything you do
Clarify your expectations and keep them high
Apply policies and discipline consistently... but be open to case-by-case variations
Consider incentive pay
Reward – the simple things go a long way