Uncategorized
In recent years, the term “disruption” has been buzzing around the business world, and it’s not just a buzzword—it’s a reality. To put it simply, disruption refers to a “radical change to an existing industry or market due to innovation.” We’ve witnessed technological advancements from giants like Amazon, Tesla, SpaceX, and Chat GPT, shaking up the marketplace.
Now, let’s talk about a disruptor in the commercial driver market—Walmart. According to a Freightwaves (https://bit.ly/3SiqEEy) article, first-year truck drivers at Walmart can earn up to an impressive $110,000! This revelation has the potential to send ripples throughout the commercial driving landscape. To put it into perspective, this pay rate is twice the median for a truck driver and exceeds the $17.50 per hour of the average Walmart associate.
So, what does this mean for motorcoach operators across the U.S.? Brace yourselves for continued upward wage pressure.
Embracing this disruption requires creative thinking on how to address the wage pressure, and it’s not just about the financial aspect. It’s about shifting the mindset.
Firstly, it’s crucial to understand that Walmart’s decision was not made in isolation. It was part of an organizational mindset shift—they viewed truckers as key players in their dominance and backed up their belief with significant investments. As bus operators, your drivers are your most crucial team members. Despite this, historically, driver pay has lagged. It’s time to recognize the importance of drivers not just in terms of pay but also concerning work/life balance. Drivers should be deeply valued in the company, even if the cultural shift poses challenges for operators. Yes, disruptions can be uncomfortable, but that’s precisely why they’re called “disruptions.”
Another noteworthy aspect of Walmart’s commitment to training is that they established their own driving school. I propose that we go beyond basic certification and invest in continuous education for our drivers. Most professions have ongoing learning opportunities, so why not adopt the same approach for drivers? Imagine committing to annual paid training for drivers in safety, driving skills, customer service, basic mechanics, and legal/regulatory updates. What if we invested in 40 hours of training annually for each driver?
Now, you might be wondering how to fund this. The answer is simple—it must be integrated into our rate structure. This includes factoring in gratuities on all trips, even long-term contracts. In essence, while having top-notch equipment has been a focus in the past, the future demands a shift towards having highly qualified, customer-oriented, and professionally committed drivers. This means companies must intentionally invest in developing and compensating driving professionals.
Let’s embark on this transformative journey together.
Hire More. Hire Better. Hire Faster.
Jeff Rogers, Talent Acquisition Specialist