Recruiting and screening driver candidates is not black magic, it’s a process, and like all processes it requires attention to detail, a predetermined set of minimum criteria, and follow up. It’s hard work. Given the pressures on truck fleets to keep freight moving, a sure-fire hiring process can easily break down without regular maintenance.

One of the mistakes recruiters make is they cast a wide net for drivers, and consequently have to sift though a pile of unqualified applicants in order to find what they really need. So get back to basics: clearly define what you’re looking for in a driver. What kind of skills you really need? What sort of person are you searching for?

When you advertise, or when you talk to recruits, you’ll be able to explain the driving opportunity and the required skills right up front. You’ll lower the number of phone calls you have to handle from unqualified job seekers. Work smart, not hard.

At the first opportunity, elaborate on what the job really entails when you’re talking to drivers who have the skills you really need. Review the operational details of the job, describe your expectations, and don’t gloss over the negative aspects of the work. We all know that every job has its good and bad points.

Now, if you still have an interested candidate, you’re ready to start your process for final screening:

The job application.
I always look at the completed application to see whether the candidate can write and communicate clearly. This indicates his ability to deal with the paperwork the driving job requires, and how thoroughly he can follow instructions.

Abstracts.
Review both the commercial driving abstract and the personal driving abstract. These are the most important documents you need to see. If the picture they paint is not a stellar one, can you expect the individual to modify his driving habits and become a safety star? I don’t think so. A driver’s past performance clearly predicts his future performance.

Road test.
The in-vehicle evaluation should be at least one hour in duration and done by a safety professional who can evaluate a driver’s defensive driving techniques.

If you don’t have someone like that on staff, use a third party-trainers from a professional truck driving school, for example. You’ll get a more objective and unbiased report on a driver’s ability.

Check references.
This is not a task you want to delegate to a clerk. The person doing the reference calls needs to talk to the appropriate people at a past employer, and needs to know what questions to ask. If your candidate gets a bad reference, it’s worth your while to ask other past employers their opinion, as there may simply be some bad blood or a personality conflict.

Make the effort. Again, a candidate’s conduct in the past will help predict future performance.

Identify the job jumpers.
Do you want to hire and train a short-term employee?

You may also want to consider using some of the driver risk and psychological tests on the market to further screen your final group of candidates.

Once you’ve pieced together a solid picture of your candidate’s experience, driving performance, and job history, you should be ready to make an informed hiring decision.
Remember, your decision to accept a driver will result in a that person getting behind the wheel of a truck with your company’s name on the side. His performance will be a direct reflection on your recruiting and training processes. Take that hiring decision seriously.