That distinction matters in long-haul trucking, where changing employers does not necessarily mean a driver wants out of the industry. The Spring 2026 Truck Driver Survey from Conversion Interactive Agency and People. Data. Analytics found that 58.1% of participating CDL drivers were looking for another truck driving job, up from 46.8% in Spring 2025.

Steady Earnings Make a Job Easier to Build Around

A competitive mileage rate loses some of its appeal when weekly miles swing dramatically. For someone whose household budget depends on those miles, the difference between a strong week and a slow one can be substantial.

Earnings stability has been linked with lower turnover in long-distance truckload operations. That puts another number beside CPM when evaluating a job: how reliably the carrier can provide enough work to produce the income a driver expected when taking the position.

A carrier does not control every change in freight volume, but its freight network and customer base influence how often trucks sit and how consistently drivers run. Over time, the pattern of actual paychecks can say more about a job than its advertised earning potential.

Home Time Has to Be Dependable

A home-time policy only has value when the schedule works often enough for a driver to plan around it. Getting home a day later than expected can affect appointments, family plans, and the limited personal time available between trips.

Long-distance truckload work presents a particular challenge because the truck may be hundreds or thousands of miles from home when the next load is assigned. Getting someone back on schedule can require careful load planning rather than simply sending the truck toward whichever freight is closest.

This helps explain why predictability matters alongside the number of days offered at home. A driver who knows when a run will end can make better use of two days off than someone who repeatedly has to guess when those two days will begin.

Dispatch Can Make a Difficult Day Better or Worse

Most problems on the road cannot be eliminated. Customers run behind, loads change, trucks break, and appointment times move. What varies considerably is how much help a driver gets when those problems occur.

Dispatch sits in the middle of many of those situations. Clear information about a changed load, quick help with a customer problem, or realistic planning around remaining hours can keep an inconvenience from consuming the rest of a driver’s day.

The opposite can wear on someone quickly. Repeated unanswered messages, conflicting instructions, or having to chase down basic information adds work without adding miles. When that becomes routine rather than occasional, it changes the experience of the entire job.

The Job Has to Match the Job That Was Offered

Recruiting establishes expectations before a driver ever receives a first dispatch. Advertised miles, home time, equipment, and earning potential create a picture of what the position is supposed to look like.

The real test comes several months later. A driver has enough pay statements to know what the miles actually look like, enough trips to understand the freight network, and enough home-time requests to know whether the advertised schedule is realistic.

That gap between expectations and experience can matter even when the job itself is not objectively bad. Someone who accepted a position expecting regular weekends home may evaluate it very differently if the actual schedule consistently stretches beyond that.

Equipment Problems Affect More Than Comfort

A breakdown can take a truck out of service, but the larger issue for a driver is what happens next. Shop availability, repair time, replacement equipment, and breakdown compensation determine how much of the problem eventually reaches the paycheck.

The age of the tractor alone does not answer those questions. A well-maintained older truck with quick maintenance support may create less disruption than newer equipment that repeatedly sits waiting for repairs.

For a mileage-paid driver, downtime can be especially noticeable because lost driving time can mean lost earning opportunities. A carrier’s response when equipment fails can therefore become part of the reason a driver stays, even if maintenance was never something considered when the job was accepted.

Respect Is Easier to Recognize in Practice

Respect is often treated as an abstract workplace issue, but drivers tend to encounter it in much more concrete ways. It can be a payroll problem corrected without weeks of follow-up, a dispatcher taking a legitimate concern seriously, or the company backing a driver when a problem develops at a customer.

Recent driver research shows how much those interactions matter. In a 2025 Commercial Carrier Journal survey, 73% of participating drivers identified lack of respect as a reason fleets struggle with recruiting and retention. Another 67% pointed to insufficient support when dealing with shippers, law enforcement, and other situations.

Those experiences accumulate. A driver may not change jobs because of one frustrating phone call, but repeatedly feeling ignored or unsupported can make another carrier’s offer much more attractive.

Staying Put Usually Comes Down to the Whole Job

Long-term fit is difficult to reduce to one benefit because the parts of a trucking job are connected. More miles can improve earnings but become less appealing if home time suffers. A predictable schedule can be valuable but may not compensate for consistently weak pay. Good equipment helps, but it cannot fix poor communication.

That is also why leaving a carrier should not automatically be interpreted as leaving trucking. Drivers can move between long-haul carriers, dedicated accounts, private fleets, LTL operations, and local positions while remaining in the same profession.

The jobs that hold onto drivers longer tend to make the overall arrangement work. The paycheck is competitive and reasonably predictable, the schedule resembles what was promised, the truck can stay productive, and there is someone on the other end of the phone when a problem needs to be solved. Those are the conditions a driver experiences week after week, long after the recruiting offer has been forgotten.

Frequently Asked Questions

Is turnover equally high across every type of trucking?

No. Turnover varies considerably across trucking sectors and operating models. Long-distance for-hire truckload operations have historically experienced particularly high turnover, so figures from that segment should not be applied to every trucking job.

Can seniority give a truck driver access to better routes or schedules?

It can at some employers. Certain operations use seniority when awarding routes, schedules, bids, or other assignments, while others base assignments primarily on freight needs, driver location, and available hours.

Do private fleets operate differently from for-hire carriers?

Yes. A private fleet primarily transports freight for its own company rather than selling transportation services to outside customers. That difference can affect freight patterns and schedules, although working conditions vary considerably among individual fleets.

Are longevity bonuses standard for truck drivers?

No. Some employers offer tenure-based increases, longevity bonuses, or additional paid time off, but there is no standard trucking-industry program. Drivers need to check the compensation and benefits policies of the individual employer.

Can changing carriers frequently affect future job opportunities?

It can be considered during hiring, but carriers set their own employment standards. Experience, safety history, qualifications, and the circumstances behind previous job changes can all factor into the decision.

The TDUSA editorial team creates practical, driver-focused content covering trucking news, industry updates, safety, regulations, and career information for professional truck drivers across the United States. Each article is built to reflect real-world experience, industry developments, and information drivers can use on and off the road.

Last Updated: September 9, 2026

The post Why Some Trucking Jobs Hold onto Drivers Longer Than Others appeared first on Truck Drivers USA.

Based in Arlington, the organization continues to recognize individuals who advance the industry through leadership, performance, and day-to-day contributions that keep freight moving.

“Part of WIT’s mission is to recognize women for their career accomplishments, their meaningful impact on the success of their companies, and their contributions to the industry at large,” said Jennifer Hedrick, CAE, WIT president and CEO. “These 75 professionals exemplify the mission, vision, and values of the Women In Trucking Association and truly are impressive women to watch in our industry.”

How the List Is Selected

The recognition comes from the editorial team at Redefining the Road, the official magazine of WIT. Honorees are chosen based on their character and what they have accomplished over the past 12 to 18 months.

According to Brian Everett, group publisher and editorial director, the program has recognized standout professionals in trucking for nine years. Over that time, it has grown into a benchmark for identifying leaders across all corners of the business.

A Look at Where These Leaders Work

This year’s group reflects just how broad the trucking industry really is. The women recognized represent motor carriers, third-party logistics providers, equipment manufacturers, private fleets, technology companies, and professional service firms.

Their roles cover a wide range of responsibilities, including:

• Corporate management
• Operations and fleet oversight
• Sales and marketing
• Human resources and driver support
• Safety and compliance
• Technology and engineering
• Professional driving and maintenance

For drivers and industry stakeholders, that range matters. It shows how many different roles come together to keep trucks moving safely and efficiently every day.

2026 Top Women to Watch in Trucking

The full list of honorees for 2026 includes:

• Ana Maria Arce, senior manager corporate sustainability & governance, Bridgestone.
• Allison Athey, vice president, vocational sales, Daimler Truck North America.
• Jessica Bareford, director, sales training & enablement, Estes Express Lines.
• Sophia Bernard, member partner, Taylor Nelson Slattery Bernard PL.
• Molly Borkgren, enterprise account executive, 3PL, XPO Inc.
• Gina Bowker, PDC manager – Renton, PACCAR Parts.
• Lesley Boyd, vice president, operations & dedicated implementation, Lew Thompson and Son Trucking.
• Shahera Brailey, engineering manager, senior, International.
• Lori Brooks, vice president, marketing & customer experience, ArcBest.
• Wanda Brooks, compliance manager, R.E. Garrison Trucking Inc.
• Maggie Burns, director – national accounts west, Old Dominion Freight Line.
• Stacia Capponi, vice president of client services, Conversion Interactive Agency.
• Kate Chauvin, senior director of client operations, Ancora Training.
• Alison Cochran, assistant chief engineer, Peterbilt Motors Company.
• Lisa Cook, district sales manager, ThermoKing.
• Eileen Dabrowski, founder & CEO, Apex Tide Consulting.
• Heike Dasilva, group director of national sales, Ryder System Inc.
• Tammy Deschler, field operations & safety specialist, YMX Logistics.
• Rachael Doyle, executive vice president, client services, Fleetworthy.
• Tamara Draeger, CEO, Cannonball Express Transportation.
• Alicia Echols, director, safety & compliance, Bennett Heavy & Specialized LLC.
• Lisa Fingard, vice president – HR, TransX Ltd.
• Shaneka Fredrick, director II, operations, J.B. Hunt Transport Services Inc.
• Michelle Gentile, vice president – vehicle supply, Penske Truck Leasing.
• Amber Harbold, regional terminal manager, Quality Carriers Inc.
• Melinda Herrera, district health & safety manager SOCAL, UPS.
• Allison Hughes, contractor relations manager, Bennett Motor Express LLC.
• Natalie Jackson, senior tractor technician, J.B. Hunt Transport Services Inc.
• Chelsey Johnston, director, HR, XPO Inc.
• Shanna Kearns, vice president of corporate accounting, Peach State Truck Centers.
• Tysha Kendall, driver, tractor-trailer, WM.
• Jessie Kilgore, customized solutions manager, FedEx Freight.
• Lori Kincannon, CRO, McKinney Trailers.
• Kimberly Knight, president & CEO, Kim’s Trucker Services LLC.
• Maribeth Knueve, senior vice president of sales & marketing, Marten Transport Ltd.
• Renee Krug, CEO, Transflo.
• Julie Lawson, credit & risk manager, Direct Traffic Solutions.
• Michelle LeBlanc, CEO & founder, Drop & Hook.
• Andrea Lewis Browne, supply chain manager & quality manager, Great Dane.
• Shantel Lockett, vice president, controller, Trimac Transportation.
• Keinna McKnight, senior vice president of HR, Clean Harbors.
• Rhonda McKown, group technical safety engineer, Ryder System Inc.
• Gerri McLamb, director of transportation, Performance Foodservice – Virginia.
• Donna Miller, senior vice president, Liberty Career Finance.
• Tracey Miller, director of recruiting, Tri-National Inc.
• Amy Molski, national sales manager, Echo Global Logistics.
• Maeve Mueller, IT security & governance, Bridgestone.
• Jaime Oglesby, on-site trainer (lead driver), TA Dedicated.
• Liz Ormond, senior director, parcel transportation, Walmart.
• Maegan Ortega, HR director, Kenworth Truck Company.
• Lisa Paul, executive vice president, transportation practice leader, Alliant Insurance Services Inc.
• Katy Payne, operations manager, Truck Drivers USA.
• Brigid Plamondon, key account manager, C.H. Robinson.
• Kristyn Popejoy, director of NA materials, Peterbilt Motors Company.
• Angela Prill, vice president – intermodal network management, Schneider.
• Michelle Randazzo, CFO, Daimler Truck North America.
• Becky Reynolds, transportation manager, Dot Transportation.
• Christa Rugova, senior director, business support services, PLM Fleet.
• Nicole Sapienza, managing member, Coastwide Marine Services LLC, Evans Network.
• Susan Scott, senior key account manager, Circle K Pro.
• Shelley Sheagley, senior vice president, products, Aurora Parts.
• Shayna Sweet, manager of dealer services & operations administration, Fleet Advantage.
• Samantha Thompson, vice president, customer success & fleet telematics, Penske.
• Lesley Veldstra Killingsworth, vice president of pricing & market strategy, Polaris Transportation Group.
• Rachel Wagner, senior project engineer – vehicle programs, Kodiak AI.
• Becki Wagoner, vice president of strategic innovation & technology, May Trucking Company.
• Mandy Wells, vice president, finance, Great Dane.
• Katie White, vice president, labor, employment, ethics & compliance counsel, RXO.
• Melissa Wiesheier, district manager, WM.
• Amanda Worthen, director of driver employment, Roehl Transport.
• Cassie X. Lee, director of national accounts – Kenworth, PACCAR Financial Corp.
• Tiffini Young, VP of customer service & planning, Bay & Bay Transportation.
• Jessica Yurko, director of marketing, The Evans Network of Companies.
• Holly Zandstra, CFO, Weller Truck Parts.
• Rebecca Zeman, functional lead, enterprise transformation, International.

Why This Matters for the Industry

For drivers, fleet managers, and decision makers, recognition like this highlights the people shaping how the industry operates today. From safety programs to fleet efficiency, from driver training to technology, these roles influence what happens both on the road and behind the scenes.

This year’s program is sponsored by XPO Inc., and those recognized will be featured in an upcoming edition of Redefining the Road magazine as well as online here.

The post WIT Names 2026 Top Women to Watch in Trucking appeared first on Truck Drivers USA.

If implemented, the change would create what the department calls Workforce Pell Grants. These grants would apply to programs lasting between eight and fourteen weeks, opening the door for financial aid in training programs that currently fall outside the traditional Pell Grant structure.

For many drivers entering the industry, the cost of training can be one of the biggest barriers to getting started. CDL schools often run between six and eight weeks, which means they have historically been too short to qualify for federal Pell Grant funding.

The new proposal would change that by making high-quality short-term training eligible for assistance.

“By expanding Pell Grant flexibility to make short-term educational programs eligible, this rulemaking will open the door of opportunity to more young people seeking rewarding, good-paying careers in trucking,” said American Trucking Associations Chief Advocacy & Public Affairs Officer Henry Hanscom.

Industry groups have pushed for this change for years, arguing that shorter programs can still deliver the skills needed for strong careers behind the wheel or in the shop.

What the Workforce Pell Grant Would Cover

Under the proposed rule, eligible programs would need to run between eight and fourteen weeks and include between 150 and 599 total instructional hours. The goal is to support focused training programs that quickly prepare workers for jobs in industries where demand for skilled employees remains high.

That structure lines up with many existing CDL programs. While some schools run longer courses, many Class A programs fall within the six-to-eight-week range, which means they could soon become eligible for federal aid if the rule takes effect.

Diesel technician programs are often longer than a year, but certain specialized certifications can be completed in a shorter timeframe. Some manufacturer-specific programs offered through Universal Technical Institute, including training supported by Cummins, Peterbilt, and Daimler Truck North America, run about twelve weeks.

These types of programs could potentially qualify for Workforce Pell support if they meet the required standards.

Accountability Standards for Training Programs

The Department of Education is pairing the new funding opportunity with strict performance requirements for training providers.

To remain eligible for Workforce Pell funding, programs must demonstrate strong results for students. That includes a completion rate of at least 70 percent as well as a job placement rate of at least 70 percent within 180 days after graduation.

Schools must also pass what regulators describe as a value-added earnings test. This measure compares the median earnings of program graduates with a threshold based on 150 percent of the federal poverty level. Program tuition and fees cannot exceed the additional earnings students are expected to gain after completing the training.

State governments would also play a role in approving programs. Each eligible course would need authorization from a state governor after consultation with the state workforce board.

Part of a Broader Focus on Training Quality

The Workforce Pell proposal arrives as federal agencies continue tightening oversight of CDL training programs.

In recent months, the Department of Transportation removed thousands of CDL training providers from its official registry while placing thousands more on notice for potential removal as part of a broader effort targeting so-called CDL mills.

The goal of both efforts is to improve the quality and reliability of driver training while making legitimate programs more accessible to new entrants.

If finalized, the Workforce Pell Grant program is expected to take effect in July 2026. Supporters say the change could help more students afford the training needed to begin careers in trucking and diesel technology while maintaining strong accountability standards for schools.

For an industry that continues to depend on skilled drivers and technicians, expanded access to training could play a role in strengthening the workforce pipeline in the years ahead.

The post New Workforce Pell Grants Could Help Future Truck Drivers Pay for CDL and Diesel Training appeared first on Truck Drivers USA.

The Real Cost Per Mile: Beyond the Basics

The ATRI report shows that in 2024, the average cost to operate a truck landed at $2.260 per mile. At first glance, that’s a hair lower (by 0.4%) than the previous year—thanks mostly to a dip in fuel prices. But every fleet manager and driver knows the real story’s in the details. Strip out the fuel, and you’ll see non-fuel costs actually surged 3.6%, with an all-time high of $1.779 per mile.

Where the Money Went

• Fuel & Repairs: Took a breather, giving budgets some short-term relief.
• Driver Wages: Edged up just 2.4%, trailing inflation and well behind earlier post-pandemic jumps.
• Truck & Trailer Payments: Climbed a hefty 8.3%, now at a record $0.390 per mile—equipment costs are something you simply can’t ignore.
• Driver Benefits: Bumped up 4.8% to $0.197 per mile, reflecting rising healthcare and support expectations.

Profit Margins: Crunch Time for the Industry

It was a year of tight margins across the board. The ATRI report notes that average operating margins barely scraped 2% in most sectors, while the truckload industry saw an average margin of -2.3%. On the bright side, less-than-truckload carriers (LTL) managed to keep in the black. For both drivers and managers, careful budgeting and efficient route planning were more critical than ever.

The Shifting Workforce: Who’s Driving the Change?

The average age of a truck driver is now 47, with many seasoned pros eyeing retirement and fewer younger folks stepping forward. Women make up just 4.1% of the workforce, a number gradually ticking upward.

What the Report Recommends:

• Get creative with recruitment: connect with younger generations using fresh messaging and tech.
• Consider historically underrepresented applicants, including former foster youth and those re-entering the workforce.
• Focus on retention by making the job appealing, equitable, and supportive.

Sustainability & Compliance: Keeping It Green and Legal

ATRI updated their go-to resources this year:

• Sustainable Freight Practices Compendium: Practical, driver-tested ideas to run greener—without sacrificing your schedule or profits.
• Idling Regulations Compendium: Your state-by-state guide to keeping things legal and avoiding unnecessary fines. Being up to date is simply good business.

Action Steps & Friendly Reminders

• Check your line-item costs often. Small increases add up, especially in equipment and benefits—review routinely and adjust where you can.
• Mind the workforce trends. Whether you’re hiring or driving, diversity and development aren’t just buzzwords—they’re business advantages.
• Leverage free resources. Visits to ATRI’s updated regulatory and sustainability guides can save you headaches and boost your bottom line.

Want to dig even deeper? Download the full ATRI reports for more details and strategies perfect for today’s trucking professionals:

• 2025 Operational Costs Report
• Idling Regulations Compendium
• Sustainable Freight Practices

Keep your wheels turning smart, and stay safe out there.

Source: ATRI

The post 2025 ATRI Report Insights: Practical Takeaways for Truck Drivers & Fleet Managers appeared first on Truck Drivers USA.

Offer Competitive Pay and Solid Benefits

Competitive pay remains a fundamental factor in driver satisfaction. Data from the American Trucking Associations (ATA) shows that carriers offering comprehensive compensation packages — including health insurance, retirement plans, and performance bonuses — experience significantly higher retention rates. For example, carriers that include benefits see up to 25% better driver retention year-over-year.

Prioritize Work-Life Balance with Scheduling Flexibility

Irregular schedules and time away from home are leading causes of driver turnover. The Bureau of Labor Statistics notes that drivers value predictable routes and options for regional or local driving that allow more home time. Fleets providing these options report up to 30% lower turnover, highlighting the importance of scheduling that respects drivers’ personal lives.

Build a Positive Company Culture

Truck drivers want to feel respected and appreciated. A positive work environment, open communication, and recognition programs have been shown to increase driver loyalty. The National Safety Council found that companies fostering strong workplace culture have 50% better driver retention, proving that respect and support pay dividends

Invest in Modern Trucks and Safety Technology

Drivers prefer carriers who maintain newer equipment equipped with advanced safety features. According to the Technology & Maintenance Council, such investments can reduce accidents by nearly 20%. Comfort and safety in the truck cabin — like ergonomic seats and driver-assist technologies — also contribute to job satisfaction and driver wellbeing.

Maintain Transparent Communication

Clear, honest communication about pay, routes, policies, and expectations builds trust. Studies show that transparency reduces misunderstandings and increases driver commitment. Whether during recruitment or ongoing employment, openness fosters stronger driver-company relationships.

Provide Career Development and Advancement

Opportunities for training, leadership, and professional growth encourage drivers to stay long term. Carriers that support driver development programs often see retention improvements of 20% or more, according to recent industry surveys. Tuition assistance and skills upgrading also attract ambitious drivers.

Streamline Recruitment and Onboarding

A smooth, efficient hiring and onboarding process makes a strong first impression. Using digital recruitment tools to speed applications and maintain fast communication helps carriers fill positions faster and improves early driver satisfaction, setting the stage for long-term success.

The key to standing out to CDL drivers in 2025 lies in focusing on what truly matters to drivers: competitive pay and benefits, work-life balance, positive company culture, modern equipment, transparent communication, career development, and efficient recruitment. Truck Drivers USA (TDUSA), a trusted expert and advocate for drivers nationwide, highlights these priorities as essential for carriers aiming to build loyalty and reduce turnover. By aligning with these proven strategies, trucking carriers can secure a strong, committed driver workforce for the future.

The post How Trucking Carriers Can Stand Out to CDL Drivers in 2025 appeared first on Truck Drivers USA.

Addressing a Critical Need

As NGT President and Co-founder Lindsey Trent explains, engaging younger generations is essential to the future of trucking. “These award winners are tackling one of the industry’s most pressing challenges,” Trent said. “They’re leading the way in demonstrating how to build career paths that young people not only want to begin but stay in.”

Honoring Innovation

The inaugural Career Catalyst Awards, sponsored by The National Transportation Institute, highlight fleets redefining recruitment and retention strategies. These forward-thinking companies have implemented initiatives such as offering CDL and diesel mechanic training, providing career advancement opportunities, and leveraging technology to make roles more efficient and appealing.

2025 Career Catalyst Award Winners:

• Alaska West Express
• Averitt
• Ben E. Keith Foods
• Boyd CAT
• Cal Valley Trucking
• Christenson Transportation
• Garner Trucking
• Ginsberg’s Foods
• Keller Trucking
• Kenan Advantage Group
• Key Oil
• Old Dominion Freight Lines
• Performance Food Service
• Republic Services
• Ryder System
• Upper Lake Foods

Building the Pipeline for Future Talent

Efforts by Career Catalyst Award winners include outreach programs such as high school and community college partnerships to launch CDL training, host student tours, and promote leadership development. “It’s about meeting young people where they are,” Trent emphasized. “Technology, advancement opportunities, and creating a vision for a long-term career are critical to engaging this demographic.”

Next Gen Trucking’s founder, Dave Dein, actively works to advance these efforts. “High schoolers are hungry for alternatives to traditional career paths,” he noted. “These awards highlight companies that provide those very opportunities, showing there’s a meaningful future in trucking.”

The Urgency of Youth Engagement

“Nearly half of today’s workforce is made up of Millennials, but they only account for 20% of the trucking industry,” said Leah Shaver, CEO of NTI and NGT board member. “It’s crucial to attract younger talent. The fleets recognized this year prove we can succeed in this effort.”

What’s Next for NGT?

Founded in 2021, NGT has partnered with schools and colleges nationwide to launch CDL programs for young adults. The organization aspires to cement trucking as “the career choice” for future generations by showcasing the importance of trucking and delivering on career promises.

For more details about the Career Catalyst Awards and NGT’s initiatives, visit nextgentrucking.org.

Source: The Trucker

The post NGT Recognizes 16 Fleets with Career Catalyst Awards for Inspiring the Next Generation in Trucking appeared first on Truck Drivers USA.

Meet Lori, a Visionary for Progress

With over 34 years of experience, Lori has dedicated her career to driving innovation in the trucking industry. From working with private and for-hire fleets to her pivotal role in business development within a Fortune 100 company, Lori has done it all. Today, she stands at the helm of a leading female-owned driver-lead generation company with a remarkable 80% female workforce. Her mission is clear—to enhance the trucking industry’s image and advocate for drivers nationwide.

Recent highlights from Lori’s career include building an online trucking community of over one million followers and creating content that reaches up to 50 million people monthly. She launched initiatives like Driver.jobs, which connects drivers with the right opportunities, and the Haul of Fame, which celebrates the unsung heroes of the industry. Lori also partnered with NFI’s SheDrives initiative to empower women in trucking and spearheaded the development of an innovative platform that matches drivers and companies based on tailored needs. Through her unwavering leadership, Lori is paving the way for the next generation of women in trucking.

Katy, the Advocate Every Driver Needs

Katy is all about putting drivers first. Her career began in driver retention, evolved into recruitment marketing, and now focuses on operations at Truck Drivers USA, where she ensures that every initiative, campaign, and message resonates with drivers. She’s instrumental in fostering the company’s driver-centric culture, where the well-being and needs of those on the road are always the top priority.

Katy has delivered significant results during her time at TDUSA, including leading the company’s driver-focused messaging and building critical backend processes for long-term growth. She also developed the company’s streamlined onboarding approach, making it one of the most efficient in the industry. Recently, she launched the Thank a Driver program, which honors the hard work of America’s drivers. Katy also dedicates her time to mentoring new associates, sharing her insight, and helping them grow into leaders in their own right. Her forward-thinking approach and empathy have made her a vital force in the trucking community.

Taylor, Building Bridges That Drive Change

Taylor’s background and family ties in the trucking industry uniquely position her to excel in her role at Truck Drivers USA. Originally trained as a licensed counselor, Taylor’s people-first skills have helped her cultivate meaningful relationships with clients, offering solutions beyond surface-level needs. For her, trucking isn’t just a career; it’s a network of individuals and communities she’s deeply passionate about serving.

Taylor’s commitment is reflected in her impressive track record, which includes earning Top Salesperson honors and holding the company’s highest client retention rate. She has also played a crucial role in connecting Truck Drivers USA with initiatives like Wreaths Across America, strengthening the bond between trucking and veteran communities. Beyond her professional accomplishments, Taylor actively mentors new sales team members, sharing strategies and encouraging growth. Her dedication to drivers, veterans, and women in trucking is evident in all that she does.

Championing Women Who Lead

The dedicated women of Truck Drivers USA are more than just leaders; they are innovative minds and compassionate mentors shaping the future of the trucking industry. Their dedication to drivers, passion for breaking barriers, and relentless pursuit of positive change have made a lasting impact on the industry.

This Women’s History Month, we celebrate Lori, Katy, Taylor, and all the women transforming the trucking landscape. Together, they’re not just leading today’s trucking workforce but building a future where the industry is more inclusive, innovative, and driver-focused than ever before.

The post Celebrating the Women of Truck Drivers USA: Leadership, Innovation, and Impact appeared first on Truck Drivers USA.

Understanding Women’s Experiences in Trucking

“We’re thrilled to launch this groundbreaking survey focused on the experiences of women in the trucking industry,” said Sarah Rajtik, ATA COO and co-chair of WIM. “While designed to highlight women’s perspectives, we welcome participation from everyone in the industry to help us gain a comprehensive understanding of the challenges and opportunities in trucking. The insights gathered will shed light on key issues, helping us drive meaningful change and create a stronger future for women.”

The survey aims to collect diverse perspectives from trucking professionals at all levels and roles. By gathering this input, WIM seeks to uncover best practices for attracting women to the industry and creating environments that encourage long-term career growth.

A Broad Approach to Meaningful Insights

Open to all non-driving contributors within trucking, regardless of gender, the confidential survey focuses on various critical aspects, including entry points into trucking and pathways fostering career retention. By drawing on a wide range of voices, WIM can develop a clear picture of both the challenges and opportunities affecting women in today’s trucking industry.

Survey responses will play a crucial role in shaping the future of WIM’s initiatives. The data will inform policy recommendations, guide the development of impactful resources, and help establish industry standards tailored to supporting women in trucking.

What’s Next?

The WIM survey closes on April 18, and participants have the added incentive of being entered to win a pair of AirPods, awarded to three randomly selected respondents.

If you’re part of the industry and want to contribute to this change, take the survey here: WIM Survey.

Source: Truckers News

The post Women in Motion Launches Survey to Support Women in Trucking appeared first on Truck Drivers USA.

According to the study, 68% of drivers say work-related stress negatively impacts their job performance, and 78% believe such stress contributes significantly to road hazards.

“This stress leads to increased costs, reduced efficiency, and higher risks for everyone on the road,” remarked Sabina Martin, Vice President of Product Management at Geotab. “The financial impact is significant, including higher insurance premiums, potential legal liabilities, and increased fuel and maintenance costs.”

The Cost of Stress for Transportation Companies

One heavy financial toll caused by driver stress is turnover. Replacing a single driver can cost anywhere between $10,000 and $20,000, according to a 2024 study by the National Academies of Sciences, Engineering, and Medicine. High turnover rates drive up expenses for recruiting and training while leading to lower productivity and increased crash rates.

Factors Contributing to Driver Stress

Drivers experience stress from various sources, including isolation, traffic issues, limited access to healthy food and exercise, dissatisfaction with pay, and unmanageable schedules.

Compensation, in particular, is a primary stressor. The American Transportation Research Institute (ATRI) ranked driver compensation as the fifth-biggest industry challenge in its 2024 list of top issues. Meanwhile, CCJ’s 2024 What Drivers Want survey highlighted pay as a dominant factor contributing to driver stress.

“Stress over money is killing me,” shared Ronald Harvey, a driver for DMR Transportation in Florida. Another respondent emphasized the need for “predictable pay” to ease financial anxiety, while Wisconsin-based driver Josephine Laney noted, “Give the pay they deserve. In doing so it will be less stress and happy work doing what needs to be done.”

Traffic congestion was also cited by truckers in their feedback. “Drivers undergo a lot of stress every day, especially when your primary running area is east of the Mississippi. Bigger towns mean heavier traffic; everyone is in a hurry,” said Tim Hay, a driver for Tyson in Arkansas.

Geotab’s survey reflected similar findings, with 60% of drivers reporting that traffic and road work significantly hinder job completion. The report also outlined growing concerns about speeding, distracted driving, and unsafe practices by other road users. Nearly 26% of drivers admitted to breaking speed limits regularly, while 76% pointed to mobile phone use by other drivers as a major road hazard.

The Toll Stress Takes on Drivers and Road Safety

“When drivers are stressed, they may experience fatigue, reduced concentration, and impaired decision-making abilities—all of which can increase the risk of road accidents,” explained Adam Lang, Director of Customer Advisory Services at Netradyne.

Lang discussed how poor mental health exacerbates stress and correlates with risky behavior on the road. “Drivers who are dealing with mental health challenges may be more prone to engaging in risky behaviors while driving, such as using their phones, eating, or daydreaming, all of which can significantly increase the likelihood of accidents. Addressing mental health concerns and providing support for truckers to manage stress effectively is crucial not only for their well-being but also for the safety of everyone on the road.”

Carrier Strategies to Alleviate Driver Stress

The industry is focusing on fostering better driver wellbeing to improve safety and job satisfaction. Geotab’s study emphasizes that enhancing drivers’ lives not only reduces stress but also attracts and retains a stable workforce while boosting road safety.

Key recommendations from Geotab include:

• Using telematics for in-depth insights into driver behavior

• Deploying driver-focused apps with real-time support

• Implementing advanced driver assistance systems (ADAS) and dash cameras

• Providing virtual reality training opportunities

• Exploring autonomous driving technologies

These strategies aim to build a supportive, tech-driven ecosystem designed to mitigate driver stress while improving operational efficiency and safety.

Trucking Wellness Programs

Several wellness initiatives tailored for truckers have been gaining traction, focusing on health improvement and stress reduction.

• St. Christopher Truckers Relief Fund (SCF) offers programs on smoking cessation, diabetes prevention, and cardiovascular health, alongside financial aid during medical emergencies.

• Rolling Strong delivers a mobile wellness platform featuring personalized health coaching, exercise routines, and nutrition advice, with an app to guide drivers’ wellness journeys.

• The Healthy Fleet Challenge encourages physical activity and better habits through its team-driven format, promoting camaraderie among drivers.

Prioritizing Wellness in 2025 and Beyond

A January survey by Truckstop titled Carrier Insight Survey revealed that wellness is a major priority for 2025. Over 70% of carriers are planning to improve their eating habits and exercise levels in the new year, though balancing work and home life will remain a challenge.

Vik Sridhar, Product Leader at Geotab, underscored the need to enhance driver wellness as a long-term strategy. “The future of the transportation industry depends on a thriving workforce,” Sridhar stated. “Prioritizing driver support is a strategic necessity for carriers to attract and retain drivers, leading to better business outcomes and safer roads.”

Source: Commercial Carrier Journal

The post Study Highlights the Link Between Driver Stress and Road Safety appeared first on Truck Drivers USA.

If all registered trucks were active, the industry could generate an additional $47.4 billion annually, underscoring how costly this issue truly is.

The Scale of the Driver Deficit

The altLINE report analyzed data between November 22 and December 5, 2024, covering truck driver roles on Google for Jobs and salary statistics from platforms like LinkedIn, Indeed, Glassdoor, ZipRecruiter, Monster, and others.

While thousands of listings were found online—28,515 job postings specifically—the data revealed that the online job market captures only a fraction of available positions. A study by Zippia showed that just 25% of truck driving positions are advertised online, with most (70%) being filled through staffing firms, personal networks, and offline recruitment efforts.

On average, 7,213 trucking positions were advertised daily during the study period. This points to an enduring shortfall of around 24,043 drivers.

Jennifer Fink, Freight Factoring Operations Manager at altLINE and the report’s lead researcher, shared that “Multiply this by the reported $3,971 revenue per week for every truck that is not being manned, and we arrive at the true cost to the freight industry – $95.5 million every single week.”

Economic Potential of Fully Utilizing Trucks

The study also explored the economic potential if the trucking sector were to fully utilize its existing fleet. Using census data, it highlighted the disparity between available trucks and professional drivers.

For example, there are more than three times as many registered tractor trucks as hired drivers. Factoring in approximately 10.5 million additional heavy trucks in the U.S. magnifies the issue of unused equipment.

While straight trucks generate slightly less revenue per week than tractor trucks, their sheer numbers amplify the problem. Combined, this contributes to an additional $39.9 billion in estimated annual losses due to idle straight trucks—bringing the total weekly losses to nearly $50 million across all truck types.

“This number is merely hypothetical, but it is powerful in demonstrating the huge discrepancy in truck availability between truckers and drivers,” Fink said. “Millions of trucks sit idle in the U.S. every day, and each one represents a missed opportunity and losses for the freight industry and many more losses further down the supply chain.”

Regional Insights

Regional disparities also play a major role in the driver shortage crisis. Missouri tops the country for trucker demand, with approximately 202 job postings daily. Given that 70% of trucking positions remain unadvertised, the report estimates there are around 673 open roles in Missouri at any time.

Wyoming has the highest demand relative to its population, with one open trucker position per 1,031 residents. Meanwhile, Texas—despite its prominence in interstate trade—ranks fifth for overall driver vacancies. However, when adjusted for population, Texas shows a comparatively low trucker-to-job demand ratio, making it one of the most competitive states for securing drivers.

Nebraska stands out for its surplus of truckers, leading the nation in the speed of filling trucking roles.

Job Turnover and Recruitment Speed

The time it takes to fill truck driver jobs varies greatly across regions, highlighting local freight industry dynamics. Ohio boasts one of the quickest markets, with two-thirds of advertised truck driver jobs being filled or replaced daily. This results in an average recruitment time of just 3.6 days.

Nebraska excels even further, with an average hiring time of just 2.5 days, though this rapid rate is accompanied by a job turnover rate of 47%, indicating a significant backlog of unfilled positions.

At the opposite end of the spectrum, Indiana has the slowest-moving trucker job market. With a daily turnover rate of just 21%, it takes nearly two weeks to fill positions, making it the most challenging state for addressing trucking vacancies.

The Bigger Picture

The truck driver shortage is not just a trucking industry problem; it sends ripples down the entire supply chain, causing inefficiencies, delays, and financial losses. Bridging this gap will require tackling key issues, including improving working conditions, increasing job visibility, and leveraging both offline and online recruitment strategies.

Source: Commercial Carrier Journal

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