Heavy Duty Trucking

OCT 2014

The Fleet Business Authority

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76 HDT • OCTOBER 2014 www.truckinginfo.com After qualification While automated recruiting systems elimi- nate paperwork and reduce the time required to hire drivers, carriers still have to select from among those qualified applicants. It's here that technology also plays a role, in terms of data analytics and behavioral-based interviewing. A key benefit of automated recruitment systems is that the data collected becomes available for analytic purposes. David Broyles, truckload operations manager, Averitt Express, Cookeville, Tenn., says its analyt- ics model from Omnitracs Analytics (formerly Fleet Risk Advisors) uses all the data they have available on drivers, including the data from Tenstreet's recruiting applica- tion, to determine what kinds of drivers will work best in their operation. While the company has focused its analyt- ics on safety and driver retention, it is also looking at recruiting models. "I think there is enough data out there now that will help us select candidates that fit our mold," he says, while noting that "what fits us might not fit someone else" since the models are customized depending upon the company. Dean Croke, director of sales, Omnitracs Analytics, affirmed that their models are custom-built for each client, explaining that what they found that was while the data might be the same from company to company, the predictors would be different. "About 85% of the predictors in a model will be cultural," he explains, based on the company's culture and how it does business. As far as the kinds of data that can be used in a recruit- ment model, Croke says they use "anything we can get. We never go into a client on the basis that we know any- thing about their data. We work from the premise that we have no knowledge of the data so we use it all." For a recruitment model, that data might include em- ployment history, CSA scores, violation history and other information. Croke also notes that while carriers collect quite a bit of data on new hires, they have much more data about the drivers that are still there and those that have quit. "We reverse engineer to model what causes people to quit," he says. That enables the recruitment model to bet- ter match prospective applicants. Croke stressed that the models do not deliver a yes/ no decision on each applicant, but rather are a tool that ranks drivers. "We rank drivers based on criteria from that company's best drivers – we predict which drivers will meet that criteria." Mark Tinney, president of JOBehaviors.com, Gig Harbor, Wash., says his company uses the "science of job selection" Automation: A better way to recruit drivers ILLUSTRATION © ISTOCKPHOTO.COM to help find candidates that are best suited for specific trucking jobs. "We start with a job analysis — one assessment for long-haul drivers, another for delivery drivers, etc.," he explained. "That becomes the basis to match individu- als who share the same behavioral features as the job requires." If you look at a job requirement, he says, 80% is be- havioral and 20% is technical. "As an industry, we do a pretty good job at the technical skill (teaching someone to drive a truck) but do not do a good job at matching behavioral characteristics." JOBehaviors recommends fleets do a behavioral assessment at the beginning of the hiring/recruit- ment process. "Let the assessment do the heavy lifting," he says. The assessment is a series of questions that takes an applicant about 12 minutes to complete. Candidates are then scored from 1 star to 5 stars, based on their match to the job require- ments. Bob Howell, who handles marketing to the transportation industry for JOBehaviors.com, says the rankings allow a company to isolate the good performers from the bottom performers. "Our assessment allows companies to avoid the lover 30% and concentrate on the upper 70% of applicants." Tinney notes that many companies tend to believe the solution is to look at more and more candidates. "Some look at 30 candidates to hire one. We want to see them get the candidates with a high probability of success from the get go. There is a streamlining effect by eliminating those candidates that are unlikely to succeed." Tinney says there are differences between a behavioral approach and a personality assessment. "A personality profile tends to do a pretty good job of identifying personality types, but that's as far as they go. But you want to go beyond and look and get into job behaviors." Tinney says that when talking with the top perform- ers from any industry, "you'll find out that they represent every personality type under the sun." Instead, companies need to look at behaviors that regardless of personality type, they want their drivers to exhibit. "If you have random hiring, you are introducing the bottom 30% into your company," he says. And those are the drivers that can have an outsize impact on the fleet. Most turnover comes from that group and it can have an impact on a company's good drivers, as well, he says, due to the impact the bad drivers have had on your company. With these and other applications currently available, fleets may find that driver recruiting need not be a paper- work nightmare. n

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