Create an effective referral pipeline by making your drivers believers.

It All Starts With Effective Messaging.
Selling a qualified candidate on your company is the end goal of any recruiting interaction. If your message isn’t compelling enough, you’re losing sales.

Yes, each driver has his or her own unique perspective on the company. But every driver should be aware of, and believe, your core selling points. And those points should be listed on the referral cards your drivers carry.

Four Steps To A More Effective Referral Program:

1. Involve drivers in message development: Have you ever asked your drivers what attracted them to the company, and why they like working with you? You may be surprised what you hear. And if what you hear from your drivers bears scant resemblance to what you (and your recruiters) are telling prospects, you need to change your message.
   
2. Make sure you have driver Buy-In: A client of ours once told us Referral Programs were useless, because their drivers were convinced more drivers meant less work for them. The truth was, the company had never effectively communicated the fact that more drivers enabled them to take that many more loads—which meant more work for everybody. We helped them develop convincing communications to that effect—and guess what: Referrals are now the company’s top source of new drivers.
3. Hold periodic referral contests: Set specific beginning and end dates. Two or three months is a reasonable period. And remember: Prizes and rewards are only part of the formula for success. A genuinely effective referral contest keeps drivers engaged.
4. Give drivers personalized referral cards. Sure, personalized cards (custom-printed with drivers’ names) cost more than mass-produced cards. But your drivers will  be a lot likelier to hand them out. Which means, in the long run, those cards are a lot likelier to pay for themselves.

Finally: An Important Warning
I hinted at it earlier: Drivers have to believe in the company’s selling points. Which means they have to believe in the company. If you’ve earned a reputation for treating drivers poorly, you don’t need to worry about improving your selling points. You need worry about improving your company. Otherwise, that great referral campaign will just become a pipeline fueling your turnover rate.

For Further Reading:

Driver Recruiting Ads Should Focus On What Matters To Truckers

How To Competitively Recruit Truck Drivers Without Appearing Negative

4 Ways Oakley Maximizes Driver Recruiting AND Retention

A compelling brand strategy is the most cost-effective weapon you can have in your driver recruiting arsenal.

Ever ask yourself how Apple can charge $1500 for a $750 laptop? Because it’s worth it to the people who buy them. That’s the power of a great brand. Ever ask yourself why the typical self-respecting Southerner would sooner take a bullet than serve Pepsi at a party? Because it’s not Coke. That’s the power of a great brand.

So how can you ensure that your brand is as strong as it can be, and effectively supporting your company’s recruiting goals?

Start With A Thorough Brand Review.
A brand is a lot more than the slogan of the month. It’s who you are, from your people to your service processes. It’s what comes into people’s minds when they think of your company or product. So what comes to mind when people think about you? It’s a good question to start the ball rolling. And don’t just ask yourself that question. Ask others.

Develop A Positioning Statement And Brandline.
Your positioning statement (or elevator pitch) should reflect the central benefits your company offers a driver or team. And a memorable, strategically-sound brandline (IE, Apple: Think Different.) can serve as the foundation for all of your marketing communications.

Make The Necessary Internal Adjustments.
If your brand review indicates others perceive you differently from how you perceive yourself (or how you hope others perceive you), simply re-working you brand message is only the start. You’ll also need to make changes in the company itself.

Be Consistent.
Once you’ve identified all the necessary changes, you’ll need to deploy your new brand strategy through all your communications channels. Driver recruiting ads are important. But they’re only part of a truly effective plan—which should encompass everything from your Social Media strategy to the way your recruiters handle incoming calls.

Stick With It.
Study after study has demonstrated that businesses who maintain a consistent advertising investment average significantly higher sales growth than those who don’t. The same applies to driver recruitment. Particularly during recessions. After all, if your competitors are cutting their ad budgets, what better time to reach-out to their drivers and prospects?

Think of it this way: If you’re in a room with 20 people talking at once, all you hear is noise. But if 19 go silent, suddenly the one person who’s still talking can be heard loud and clear. Now that’s taking advantage of opportunity.

FOR FURTHER READING:

3 Tips For Making Your Driver Recruiters’ Calls More Effective

Recruiters: Is your company keeping the promises you’re making?

Three Lessons From MATS For Truck Driver Recruiting

Six More Tips From Three More Experts

If there’s one thing I heard at MATS this year, it’s that recruiting Owner Operators is tough as it’s ever been. Which shouldn’t surprise anyone. After all, as I noted in my first post on the topic, the total number of Owner Operators in the market is (by some estimates) 1/3 what it was just before the recession began in 2008.

Which is why, more than ever, it’s important to avoid the mistakes that can make or break an Owner Operator’s decision to join your company. And why I received enough responses to one simple question (“What are the common mistakes you’ve either made yourself, or seen others make?”) to fill two posts.

Which leads to our second six tips:

CAROL GIBSON CareersInGear.com

1)  Don’t ask for Social Security Numbers online. In this age of Identity Theft, Gibson notes, people are constantly being warned not to give-out their Social Security numbers—particularly online. “Asking for that information on your job app will automatically run-off a significant percentage of prospects.”

2)  Don’t make your only application a long one. Owner Operators know they’re in great demand. And, Gibson notes, they’re typically pressed for time. “Think about it: If a driver’s looking to make a switch, how likely is he to take the time to fill-out a 10 to 15 page app (much less several), when he can answer a few key questions in a short form?” The point is to facilitate contact, because what you really want to do is get a driver on the phone.

JAMIE ADCOCK Target Media Partners

3)  Don’t focus on pre-qualifying drivers. Too many recruiters, Adcock notes, are pressured to fill seats—rather than focusing on driver-prospect needs. “Retention is just as important to your numbers as recruiting. So by focusing on making quality hires, you’re ultimately building quantity.”

4)  Don’t overlook “the little things”. Again, Owner Operators are busy. So anything you can do to make it easier to switch from their current company—from helping fill-out their paperwork to buying their plates—increases your chances of success. And, it goes without saying, doing the so-called “little things” (like offering annual hire-date recognition and rewards) can make all the difference in retention.

ERIN WHALEY Hare Communications

5)  Don’t rush the hiring process. The hiring Life Cycle for an Owner Operator is a relationship-building process that usually takes weeks, even months. Good recruiters understand that, and avoid pushing drivers to make on-the-spot decisions during initial conversations. That tactic scares-off a lot more Owner Operators than it attracts.

6)  Don’t make vague promises. Owner Operators are reflexively skeptical of companies—because nearly every driver will tell you he’s been burned in the past. So be upfront with the details—starting with your advertising. Make your ads and job postings specific—particularly where pay, home time and miles are concerned. And don’t be afraid to admit, during conversation, that your company isn’t perfect. Nobody is. The best Owner Operators know that. They’ll respect you for being honest. And earning a driver’s respect is the first big step toward a successful hire.

FOR FURTHER READING:

How NOT To Recruit Owner Operator Drivers (Part 1)

Five Steps For Recruiting Owner Operator Truck Drivers

Better Branding Maximizes Truck Driver Recruiting Effectiveness

4 Ways Oakley Maximizes Driver Recruiting And Retention

Six Tips From Three Experts

It’s no secret that recruiting Owner Operators is harder than ever. By some industry estimates, the total number of Owner Operators in the market is 1/3 what it was just before the recession began in 2008.

Not only that, says CareersInGear.com’s Carol Gibson, Owner Operators are less likely to switch companies now than they were just last year. “Freight’s good for Owner Operators now, so why would they leave—particularly if they’re with companies who took care of them when freight was down?”

Which made me think that now might be a good time to ask a few experts (including yours truly) for specific lessons they’ve learned—either from others, or from experience—in recruiting Owner Operators over the years.

FRANCIS HARE - TalkingTruckers.com

1)  Don’t underestimate the challenge. You have to invest more to attract Owner Operators than you do to recruit Company Drivers. Particularly if you’re just now entering the Owner Operator market. That starts with developing a powerful brand message that sets you apart from the competition. A message that’s communicated consistently, from your print and online ads to the “talking points” your recruiters use during telephone interviews.

If your brand isn’t well-established, the only way to overcome that disadvantage in the short term is with a truly superior offer, IE: Significantly higher pay or sign-on bonuses; or maybe an especially competitive Lease Purchase program. And don’t even think about recruiting Owner Operators without a solid referral program.

2)  Don’t change your message in mid-stream. One of the most important reasons to think through your messaging strategy is because it takes time to establish that message in the market.

Common ad-world wisdom holds that someone has to see your message three times before it sinks in—so if you change your message, it’s like starting over from scratch. Particularly with online job boards—where every content change drops you down the queue in maximizing your job posts’ prominence on the web, and frequent changes will pretty much keep you stuck at the back of the line.

Bottom line: Develop a strong selling message and offer. Then give it enough time to start working. And don’t panic if it doesn’t generate immediate results. You’ll only make the situation worse.

JEFF GRAY - Randall Reilly

3)  Don’t limit your advertising to one medium. Different generations access information differently. While there’s been a decided movement in spending toward online job boards, Gray notes that the truck driving population is aging. “The youngest Boomers will be 50 by the end of 2004, and studies clearly indicate that older drivers (who are typically not computer savvy) are much more apt to seek job info from print sources.”

4)  Don’t under-spend on your ad budget. Gray notes that when Randall launched the Owner Operator Network in 2011, the company committed a huge investment in search advertising to reach Owner Operators. “And remember,” Gray says, “that was two years ago, when the pool of Owner Operators was larger than it is now.”

JEREMY KELLETT - Oakley Trucking

5)  Don’t “sell”. More importantly, don’t over-sell. No company is right for every driver, says Kellett—so it’s important to determine first if there’s a good match between a prospect and your company. “If you try to make an opportunity sound better than it really is, or if you try to place a driver in a position he won’t like, you’ll end-up losing that driver. And you’ll probably hurt your reputation in the process.”

6)  Don’t expect to hire drivers on the first call. Hiring Owner Operators is like any business sales cycle, Kellet notes: It takes multiple contacts. “It’s a process of building a relationship, and mutual trust—and that takes time.” Conversely, Kellett cautions against hiring drivers who are ready to start work with you immediately. “Whenever we hear from a caller like that, a red flag goes up. And we almost always find-out there’s a good reason we were suspicious in the first place.” 

COMING SOON: PART TWO

FOR FURTHER READING:
Five Steps For Recruiting Owner Operator Truck Drivers

Better Branding Maximizes Truck Driver Recruiting Effectiveness

4 Ways Oakley Maximizes Driver Recruiting And Retention

From Recruitment to Fleet Management to Payroll, drivers get the truth. And nothing but.

Interstate Distributor’s Tracy Caffrey doesn’t mind telling you something about her company that a Senior Recruiter rarely volunteers without being prompted. “We’re not perfect.” At the same time, having worked as both an independent recruiter and a staff recruiter for any number of companies over the past 15 years, she’ll just as quickly point out that no company is perfect.

“The difference with Interstate is, we’re always working on our problems—particularly where drivers are concerned. Our leaders believe we can be the best company in the country—and I do too, by the way—as long as we never forget that Drivers, not Money, are the driving force behind Interstate.”

A Permanent Retention Committee
Toward that end, the Tacoma-based company (with a fleet of some 1900 drivers) has established a permanent Retention Committee. With representatives from Recruiting, Payroll, CSA, Customer Support and Fleet Management, the committee meets weekly to identify and discuss ideas for improving the overall driver experience.”

When the committee identifies problems that need fixing, and issues that need addressing, they take action. Consequently, Interstate enjoys an annual turnover rate of 40%—more than 60% lower than the current industry average for large fleets.

“Lots of companies, including places I’ve worked in the past, talk about putting drivers first—but when they’re confronted with legitimate driver complaints, they just sweep them under the carpet. And if there’s one thing drivers hate more than anything, it’s being lied-to by recruiters who make promises they know the company can’t keep.”

Eliminating The Motivation To Over-Promise
“So many companies today pay recruiters on a commission basis—and that’s where the problems start. When recruiters are paid just to get drivers in the door, without any concern about what happens once they’re hired, they’re a lot likelier to lie. And when that happens, the company just becomes a revolving door. That’s why our recruiters are paid on salary.”

So How Do You Keep Recruiters Motivated?
“We have a unique system for our recruiters that takes into account a number of factors—including retention. And because everybody knows where everybody stands in the recruiting department, as far as the numbers go, the number one benefit is, it promotes a healthy competition among all of us.”

And by “all”, Caffrey’s referring to a department with a grand total of seven recruiters—an extremely low number for a company as large as Interstate. Which raises the question: How does a recruiting staff of seven manage to fulfill all of Interstate’s needs?

“When you have really good recruiters who know how to talk to drivers, you don’t need a large department.” And that’s the truth.

FOR FURTHER READING:

Recruiting & Retaining Women Truck Drivers Starts With Honesty

Improve Truck Driver Recruiting by Listening to Your Drivers

A well-run apprenticeship program can be an excellent way to replace your aging fleet with loyal young drivers whose skills you know you can trust.

David May, a driver-sales representative for Con-way Freight, is a well-known industry advocate and ambassador. He’s written a heartfelt piece that looks back at his past—and ahead to trucking’s future. Here are the highlights:

After graduating high school in 1976 I was living in an old steel/manufacturing town where there were few employment possibilities. The only things at that time that interested me were truck driving and serving in the military. If I entered the military, they would train me to drive a truck, and when my enlistment was up I would be 21. So that’s the course I took, serving my country and being a truck driver in the military.

How to Attract the Next Generation.
I have been a professional truck driver for 28 years now, and increasingly I ask myself: How do we attract the next generation to the trucking industry? Simple. Take a page out of the past, invite them to join as an “apprentice”—where they can learn and experience the profession through paid, on-the-job training.

How to Structure Your Apprenticeship Program.
At Con-Way, apprentice drivers are offered a part-time 20 hour week working on the dock to provide them with income. The other 20 hours will be spent learning the industry’s rules, safety regulations and how to drive a truck—at no cost. When the candidate successfully completes the program, they’ll be offered the opportunity for promotion to full-fledged Con-way Driver.

Additional Benefits: Producing Well-Trained, CSA Compliant Drivers.
This program is designed to do much more than fill the seats of Con-way Freight’s trucks. When the student completes the program, not only will they have their Commercial Drivers License (CDL), they will have learned how to be CSA 2010 compliant. They’ll be among the best trained, safest and most knowledgeable drivers in the industry.

Click on the following link to  read the original article, “A Driver’s Story – Encouraging the Next Generation”, in its entirety.

Too Expensive For You?
Maybe you’ve decided that developing an in-house apprenticeship program is too costly. You could ask your local trucking school if they’d be interested in co-sponsoring a program with your company.

That might be a reasonable option, as long as you have an agreement protecting your investment. Here’s one idea: If a quality graduate from the program declines your offer and accepts a comparable offer with another company, maybe that individual would owe you the amount of money you invested in subsidizing his or her tuition. Here’s a better idea: Get suggestions from the fine folks in your legal department!

Get your company profiled in an article! Just send me an email outlining any recruiting and/or retention issues you deal with. CLICK HERE for contact info.

Customized Recruiting Software Is Worth The Investment.

That was the conclusion CR England VP Thom Pronk reached after a thorough analysis of his company’s recruiting process.

With some 4,000 power units, over 5,500 trailers, and over 6,000 employees and contractors, CR England clearly knows something about organizational efficiency. But what Pronk discovered from his analysis convinced him that his recruiting department could do better.

Here are the four main problem areas Pronk identified:

1) Lack Of Departmental Coordination.
CR England’s recruiters were seeking drivers. Its compliance staff was busy ensuring that applicants passed all of the tests before being hired. But there was very little communication between the two.

And because the company used paper records, only one person could work on a file at a time. Nobody had visibility into the entire process, so one side never knew what the other side was doing.

2) Minimal Accountability For Teams Or Individuals.
This fostered a climate of finger-pointing to evade responsibility. Managers had no conclusive method of verifying what each individual was accomplishing—or not accomplishing. There was no information trail to detect problems, so that they could be addressed before they mushroomed into serious issues.

3) Technology Shortcomings.
CR England was faxing thousands of hiring documents. Some became illegible in transmission. Others were simply lost. They tried creating an electronic file of documents by scanning them, but this was not done as an integral part of processing applications.

At the same time, the departments used multiple software systems. Causing confusion, duplicated efforts, and wasted time.

4) Too Many Applicants Not Finishing The Process.
During initial phone calls, applicants might be asked to fax certain documents. Often, the company didn’t get all the documents they needed. Either the documents were never sent or, worse still, lost in the paper shuffle. Which meant applicants would have to be asked to furnish the missing documents. Pronk notes, “Do that too often, and the applicant is going to find work elsewhere.”

Does any of the above remind you of your own recruiting department? Maybe it’s time you considered an automated solution. CR England selected McLeod Software’s HirePower^TM software system.

Pronk was so pleased with the results that he authored an in-depth White Paper documenting the entire process for McLeod. Click Here to read a summary of the benefits CR England has reaped from its investment.

Get your company profiled in an article! Just send me an email outlining any recruiting and/or retention issues you deal with. CLICK HERE for contact info.

Crete Carrier Corporation’s Sleep Apnea and Wellness program is paying solid dividends in word of mouth among drivers.

Tim Aschoff, Vice President of Risk Management for The Lincoln, Nebraska-based carrier, estimates his company will invest roughly $1.5 million in the program during its first two years. “We’ve always said that our drivers are Crete’s most valuable asset,” says Aschoff, “and we’ve always stood behind those words, by investing in them. Not just with better pay, but with better benefits as well. We see this program as an excellent extension of those benefits.”

Improving ROI While Reducing Turnover.
“From a business perspective, we believe the program will ultimately deliver a return on our investment. We’ve received consistenty solid feedback from drivers who’ve gone through the program. And keeping drivers happy reduces turnover. At the same time, by positively impacting driver health, we’re reducing our healthcare costs. And theirs.”

Generating Positive Publicity. And Early Success.
Driver Health Magazine labeled Crete’s initiative “one of the most effective health and wellness programs in the trucking industry.” One reason for its success: An effective communications campaign. “Before the program’s rollout,” Aschoff says, “we worked long and hard developing informative messages for our drivers—explaining exactly what the program was, and how it could help them.”

Now, any driver interested in the program can visit (free of charge) any number of locations for sleep disorder testing. In addition to its permanent Sleep Labs in Dallas or Salt Lake City, Crete’s strategic partner, Sleep Pointe, operates a number of mobile trailers at company terminals. If a sleep disorder is indeed diagnosed, Sleep Pointe will work with the driver to develop a specifically tailored program of treatment.

Growing Word Of Mouth.
While the program was initially met with some skepticism, it’s caught on. In its first eight months alone, the program (launched in 2010) treated 465 drivers. An impressive number, to be sure, but even more rewarding are the individual success stories Aschoff is hearing.

“I had one driver call me personally to tell me he’d lost 40 pounds, that he felt better than he had in years, and that he never would have done it in the first place if it hadn’t been for our program.” No wonder Aschoff himself is sleeping better these days.

Get your company profiled in an article! Just send me an email outlining any recruiting and/or retention issues you deal with. CLICK HERE for contact info.

Image courtesy truckingshow.com

Recruiting is still about establishing relationships, and the most effective recruiting combines new solutions with old truths.

My yearly experience at MATS always confirms something I’ve said about the trucking business for about two decades now: There’s no industry or profession where people are more consistently, and genuinely, friendly. Which leads to my first, and most important, point:

1. Being Friendly Is Not Enough.
I know that sounds obvious to folks who’ve seen longtime drivers switch companies for what amounts to a few extra bucks a week. But my point is this: When you’re competing against organizations whose people are every bit as friendly and persuasive as yours, your brand is all you have to differentiate yourself from the competition.

Let’s put it this way: If I’m being perfectly honest, there really is little difference between Coke and Pepsi. So why would the typical self-respecting Southerner (like myself) take a bullet before serving Pepsi at a party? Because it’s not Coke. That’s the power of branding. And from the look of most booth displays and marketing materials I see at MATS, very few trucking companies fully understand the power that a well-defined brand (and brand message) can have in recruiting.

2. Technology Is Not Always The Answer.
There’s a reason the leading publishing companies have embraced online marketing as an extension of their traditional print magazines: It works. And its effectiveness is only going to grow as time passes. The same goes for social media—which, if some pundits are to believed, could ultimately become the single most powerful medium for effective recruiting.

Yes, PPC search-marketing, job boards, click-through banners and social media can be extremely effective tactics for attracting good candidates. But those tactics rarely ever close a deal for you. That takes person-to-person contact. Somebody on the phone speaking the same language as a driver—and asking for the sale.

Again, that seems like a pretty obvious point. So how do you explain recruiting departments who deal with incoming calls by directing drivers to their online application forms. “Why in the world,” a longtime veteran once asked me, “would you send someone to a website, when you have them on the phone?”

3. Recruiters Need To Be Recruiting.
After all, recruiting is what recruiters do best. So why are so many recruiters spending large chunks of their valuable time creating and managing their ad campaigns? “It costs less.” A claim to which I would responded, “Yep, and it costs less to buy fabric and sew your own suits. But if you’re looking for a job on Wall Street, that ain’t gonna cut it .”

Not only that, when you consider the percentage of a recruiter’s salary that’s lost on those activities, some companies are actually spending more to produce pathetic creative work (and make terribly-inefficient media investments) than they’d pay to have professionals do it right.

To summarize:

• Define what makes you different. Clearly, compellingly and professionally.
• Never forget what’s really important.
• Focus on what you do best.
• Spend wisely.

And yes, keep being friendly. Outside of keeping our nation’s economy rolling, it’s the one thing no industry does better.

For Further Reading:

• Truck Driver Recruiting: It’s Not Just What You Say, But How You Say it.
• What the Super Bowl Teaches Us About Truck Driver Recruiting Ads
• Better Branding Maximizes Truck Driver Recruiting Effectiveness.
• Truck Driver Recruiting: Three Keys To Building Your Employer Brand
• Truck Driver Recruiting: You Could Learn A Lot From The Mayor Of Newark.
• Video Interviewing. Tailor Made For Truck Driver Recruiting.

EDITOR’S NOTE, JANUARY 8, 2013: After last night’s BCS game, I
thought the following article—originally published November,
2011—might be worth re-posting. Hope you enjoy it!

Build recruiting success on your organization’s greatest strengths—starting with great recruiters.

For an easy example of how two decidedly different programs recruit with success, let’s consider the University of Alabama and its cross-state rival, Auburn.

Alabama: Star Quality, Brand Recognition.
It’s no secret among knowledgeable football fans that the Crimson Tide’s coaching staff is a 12-man, turbocharged recruiting machine. But to the casual fan, the face of Alabama Football today is Nick Saban. That’s star quality. The kind that, all by itself, attracts star players.

That said, it’s no coincidence that Saban has enjoyed his greatest career success at Alabama. Why? Speaking strictly in terms of Brand Identity, because it’s Alabama: the program which, with its 1926 Rose Bowl victory over Washington, put Southern football on the map. And which has claimed 13 additional national championships since then.

Simply stated, the Alabama mystique is why some of college football’s best players have always played for the Tide. Even when it posted a 4–24–2 record from 1955 to 1957 under “Ears” Whitworth, Alabama managed to recruit a Hall Of Famer by the name of Bart Starr. That’s brand power.

Auburn: It’s A Family Affair.
Truth is, Auburn may never command Alabama’s mystique on a national level. Yet for the past three years, head coach Gene Chizik has scored several notable victories in head-to-head recruiting battles with Saban. His staff has hauled-in three straight Top Ten recruiting classes by consistently focusing their pitch on the program’s greatest attraction: The Auburn Family tradition.

My daughter is a Senior at Auburn, and I can tell you from personal experience that there truly is a family atmosphere at Auburn that you won’t find at Alabama. That means a lot to some players. Including at least two of the best who’ve ever played the game—Bo Jackson and Cam Newton.

So What’s Your Company’s Single Greatest Strength?
That’s where you need to focus your core recruiting message. If  (for instance) you’re considered among the industry’s elite, say it with pride. And make sure your messaging, and the quality of your marketing materials—from your print ads to your website—genuinely reflects your brand. If you produce anything that’s less than first-rate, you’re doing your organization—and your brand—a serious disservice.

Maybe you’re more of a family-oriented company. If so, make sure your recruiting, and your messaging, reflects that attitude. Particularly in the way your recruiters deal with prospects on a personal level—from the friendly tone of their voice during phone calls to the personalized wording of follow-up messages after calls.

But no matter what your company’s strength is, hire great recruiters: The kind of professionals who live and breathe the job. Because at the end of the day, they’re the ones who convert prospects into hires.

JANUARY, 2013 POST-SCRIPT
Auburn’s disastrous 2012 season (they went 3-9 just two years after winning the national championship), should offer us all another extremely important recruiting lesson: No matter how much you need drivers, and no matter how well your closest competitors are doing, you can’t compromise on character. That’s pretty much what happened at Auburn: They recruited a lot of super-talented athletes with bad attitudes, bad habits and bad character—and it ultimately cost Chizik his job, and Auburn fans one of the worst seasons in that proud program’s history.

For Further Reading:

Build On Your Strengths To Improve Truck Driver Recruiting

What’s Brand Got To Do With Truck Driver Recruiting? Everything.

Truck Driver Recruiting: Speaking To The Wives

Three Lessons Learned From MATS 2011 For Truck Driver Recruiting

What the Super Bowl Teaches Us About Truck Driver Recruiting Ads