The Human Side of Driver Recruiting & Retention
The freight industry often focuses on lanes, loads, and logistics tech. But when it comes to solving driver retention, the conversation needs to begin somewhere more personal: people. At the April 2025 Broker-Carrier Summit in Indianapolis, the session "Drive Loyalty: The Human Side of Driver Recruiting & Retention" served as a reminder that loyalty isn’t built through bonuses alone. It is built through trust, consistency, and meaningful relationships.
The panel featured Jaden Latimore of Roehl Transport, Michael Lombard of Lombard Trucking, Charles Gracey of Hot Seat Services, and Jeremy Reymer, host of Taking the Hire Road. Each speaker brought real-world insight into how the industry often gets recruiting wrong and what truly keeps drivers engaged and committed.
Broken Promises Start the Problem
Turnover is one of the most expensive and preventable issues in the trucking industry. A major reason drivers leave is the disconnect between what recruiters promise and what happens once a driver is on the job. When expectations and reality don’t align, drivers often choose to move on.
"Most of the time, drivers don’t leave because of pay or home time. They leave because the expectations they were promised weren’t met," explained Lombard, founder of Lombard Trucking.
Gracey, founder of Hot Seat Services, emphasized how dispatch can influence driver satisfaction in lasting ways. The quality of communication after recruitment determines whether drivers feel respected or overlooked.
"If the dispatchers don’t have empathy or aren’t trained to communicate properly, drivers will feel like a number," said Gracey. "It doesn’t matter how good the recruiter was if the driver gets out on the road and the experience is totally different."
Reymer, host of Taking the Hire Road, noted that recruiting is about more than just filling seats. Companies must ensure drivers know exactly what to expect before they hit the road.
"The goal should never be to just fill a seat. It should be to bring someone into the company who knows what they’re getting into and feels respected from day one," stressed Reymer.
Recruiters and Dispatch Must Work Together
When recruiters and dispatch operate in isolation, the risk of overpromising and underdelivering grows. These silos can lead to unrealistic expectations and high turnover if what was sold during recruiting doesn’t reflect the daily experience.
"You can’t have a recruiter saying a driver is going to get 3,000 miles a week if that lane hasn’t averaged 3,000 miles in months," emphasized Latimore, Recruiting Leader at Roehl Transport.
He also explained how Roehl fosters alignment between teams by holding regular meetings. These conversations create accountability and transparency across departments.
"Our recruiters and dispatchers sit down together every week. We review what was promised and whether we’re following through. That keeps everyone accountable," said Latimore.
Gracey added that treating recruiting like a sales pitch can backfire quickly. Drivers are looking for reliability, not a dream that fades the moment they start the job.
"It’s not about selling a dream. It’s about building a relationship. If there’s a gap between what’s said in the recruiting process and what happens once a driver is in the truck, that driver won’t be around long," said Gracey.
Retention Isn’t Just About Money
Pay is important, but it isn’t always the top reason drivers stay with a company. Respect, communication, and consistency often outweigh dollars, especially when trust is on the line.
"I’ve talked to hundreds of drivers who left higher-paying jobs because they were treated like garbage," shared Lombard.
Reymer shared a story about how a simple shift in listening practices helped one carrier reduce turnover. That change cost nothing but made a measurable difference.
"They started asking drivers what was frustrating them instead of assuming they already knew. That small change dropped their turnover rate by 15 percent in six months," said Reymer.
Latimore described how Roehl makes listening part of its regular operations. By giving drivers a consistent outlet for feedback, the company can adjust before issues escalate.
"We do monthly check-ins with our drivers and ask them two things: What’s going well, and what’s not working? That gives us a clear window into where we’re succeeding and where we need to adjust," explained Latimore.
Gracey cautioned that listening without action can backfire. If companies ask for input but fail to follow through, they risk eroding trust even further.
"You can’t improve retention if you don’t ask drivers for their opinion. And if you ask and don’t act on the feedback, they’ll stop trusting you," warned Gracey.
Technology Can’t Replace Human Connection
While digital tools and platforms can help improve efficiency, they cannot replace authentic human relationships. Drivers need to feel seen and supported, especially when facing challenges outside the truck.
"Technology can support driver retention, but it can’t drive it. If a driver is struggling with a family issue or mental health, they need a person, not a portal," stressed Reymer.
Gracey emphasized how even small personal touches can make a big difference. When a company shows drivers it cares, drivers are more likely to stay committed.
"When a driver’s dispatcher calls them on their birthday, that sticks. It sounds simple, but those are the moments that build loyalty," explained Gracey.
Latimore pointed out that leadership plays a crucial role in setting the tone. If managers fail to show support, it sets the wrong example for the rest of the team.
"If managers don’t show up for drivers, don’t expect dispatchers to either. Respect flows from the top down," said Latimore.
Start Small, Act Often
Lombard, who regularly shares content as a driver advocate, said that giving drivers a voice transforms how companies are perceived. Support doesn’t have to be loud or expensive; it just has to be genuine.
"Drivers want to feel like they matter. When they see a company standing up for them, publicly or privately, they remember that," explained Lombard.
He encouraged attendees to treat negative feedback as an opportunity for improvement. Online complaints can be more than just noise; they can offer insight.
"If a driver posts something negative online, that’s not a PR problem. It’s a signal something went wrong. Use it to learn," said Lombard.
Reymer built on that message by calling for systemic change. Too often, blame is placed on drivers when the real problem lies in the systems around them.
"We need to stop blaming drivers for everything. If we want better outcomes, we need better support systems. That starts with listening, not reacting," advised Reymer.
Culture Change Takes Commitment
Fixing retention is not about finding one perfect policy or offering a large bonus. It is about showing up consistently and following through on commitments, even when no one is watching.
"You can’t change culture overnight. It takes showing up every day and doing what you say you’re going to do," noted Latimore.
Gracey encouraged leaders to get out of the boardroom and observe how drivers are treated in real time. Firsthand experience often reveals more than metrics ever will.
"Go sit with your dispatch team for a day. Listen to how they talk to drivers. You’ll learn more in that one day than in a year of meetings," Gracey advised.
Lombard closed the session by stressing that treating drivers with respect doesn’t require complex strategies. It requires care and sincerity.
"You don’t need a 50-slide presentation to treat drivers with respect. You just need to care," stressed Lombard.
The biggest takeaway from the session was clear: drivers are human beings, not just numbers to fill a schedule. When companies build trust, act with integrity, and put relationships first, retention follows naturally.
The path to better retention isn’t complicated, but it does require commitment. Start by listening. Keep your promises. And always remember, every mile starts with a driver who chooses to stay.
