Putting people first isn’t a feel-good slogan — it’s a competitive advantage.

That was the clear takeaway when Trucking HR Canada convened leaders from this year’s Top Fleet Employer award-winning fleets — Classic Freight Systems, Whitecourt Transport, and XTL Transport — in late 2025. Their experiences showed that empathy and compassion, when embedded in leadership, drive measurable results.

As a moderator, I found the discussion especially compelling. These employers aren’t treating empathy as a soft skill, but as a strategic one — shaping culture, strengthening teams, and helping their organizations stay ahead.

Jeff Rosnau, CEO and co-owner of Whitecourt Transport, shared how they shifted from a client-focused to an employee-first focus. They identified their values, then looked for leaders who share them, “including kindness, which might seem odd, but it’s helping build a better team.”

Sue Ritter, director of safety and people services with Classic Freight, focused on empowerment. “We cross-train in case of shortages, but also so people get leadership experience. Mentoring helps them realize they have a future with us.”

Kamilia Baroudi, senior director of human resources at XTL, summed it up: “Our core value is leading with grace, which means we try to treat everyone with respect, empathy, patience, and integrity.”

And it’s working.

Recognition that actually matters

Recognition doesn’t have to be expensive, just intentional and consistent.

Baroudi highlighted XTL’s focus on appreciation. “Grace means gratitude, so we try to recognize excellent work in a personal, genuine way.”

Whitecourt keeps it heartfelt and simple — thank-you notes, coffee cards, small gestures with big impact.

Classic Freight does it daily with shout-outs, notes, and handwritten birthday cards for every employee.

Winning over the next generation

These fleets know younger workers want growth, collaboration, and flexibility.

Classic Freight blends mentorship, hands-on learning, and digital tools to keep younger employees engaged. “We get buy-in on respect and culture, and they see they can grow with us.”

Baroudi says, “The new generation expects more collaboration — being part of the problem and the solution. They also want flexibility, new technologies, and purpose.”

Rosnau agrees. Attracting new talent is about investing in development — including leadership training — and leveraging technology. “We’re attracting people who didn’t consider transportation a few years ago.”

Making everyone feel included

Diversity, equity, and inclusion remain a strong focus.

Advocacy for Whitecourt starts at the top, according to Rosnau. They know diversity boosts performance and inspires employees to envision what’s possible.

Baroudi says inclusion is the heart of XTL. They offer leadership training, celebrate cultural events, promote diversity, and remove barriers in hiring. “When everyone feels they belong, we all succeed.”

For Ritter, communication is a big part. “We had a driver who felt left out, so a senior guy helped translate between him and his manager. When I saw that driver’s face, I knew he didn’t feel like a burden — he felt included.”

Succession planning without the fear

Succession planning isn’t about replacing people — it’s about building capacity.

Ritter knows that saying succession planning makes people think you’re going to get rid of them. But providing leadership opportunities lets people make mistakes so they grow and makes the team better. “We tell people we’re leaving a little bit of our best with Classic.”

Rosnau agrees it’s a tough and touchy subject. Leadership talks a lot about training, development, cross-training, and capacity building. “We want to help managers step back — not to create redundancy, but to create capacity.”

At XTL, Baroudi says it is also about retention. When people feel they’ve been looked after, developed, and trained, they tend to do more.

Retention grows when people feel invested in.

Top people priorities for 2026

Looking ahead, each fleet is sharpening its focus on people, but in ways that reflect their cultures.

For Baroudi, the priority is clear: keep strengthening culture and development, while better understanding and engaging the next generation of workers.

Whitecourt is taking a different approach, saying yearlong plans don’t fit a rapidly changing world. Instead, they operate on 12-week cycles with goals to turn data into action.

Ritter emphasized growth and connection. Classic Freight wants employees to see a clear path forward, while continuing to elevate communication, collaboration, inclusion, recognition, and overall well-being.

These priorities signal a common theme. Fleets leading the way are the ones investing in their people — deliberately, consistently, and with purpose.