Q: During an exit interview, I was taken aback when a long-haul driver told me he never felt like part of our “team.” How do you make a guy feel like part of the group when he’s away all the time?

A: Drivers love the independence and freedom of their job. The downside is that a preference for independence and freedom often does not go hand in hand with team orientation. And drivers’ geographical dispersion only complicates matters.

However that doesn’t mean your company can’t make drivers feel more a part of the “organization.” In essence, what you’re after is for your drivers to perceive themselves as being one with the organization, and to experience its successes and failures as their own, without compromising the feeling of independence they like. Here are some ideas:

Regularly survey your drivers’ needs, concerns, goals, interests, and what they think about the company and management. This information gives you a basis from which to forge a greater connection. Moreover, the very act of doing a survey demonstrates company consideration and provides a sense of belonging.

Be receptive to drivers’ suggestions, and promptly respond to their problems in a manner that makes them feel part of the process. Treat them fairly and equitably, be dependable in your follow-through, negotiate clear work goals with them, and provide feedback on their performance.

Actively seek drivers’ input in organizational decisions relevant to their own work. Try establishing a rotating system (e.g., problem-solving group) where they have a say a few times a year about problems in the field. This gives them a sense of competence and importance to the organization, and a sense of control over their own work.

Maintain a constant program for image and reputation development in the minds of the drivers. Drivers’ perceptions of the organizational image and public reputation are essential factors in determining whether drivers identify with the company. Is it consistent with what they see as the ideal image and with the attributes they use to describe themselves? Can they feel proud to belong to the organization? Do the company’s attributes set it apart from the competition?

Then act consistently with the company image in terms of policies and procedures, rewards etc. Also, make drivers’ affiliation with the company as visible as possible, for example, through their participation in public company roles and by having some visible physical company connection (hats, uniforms, badges, etc.).

Actively communicate! Without frequent and extensive contact there cannot be a motivational connection. Find ways to reach drivers on the road, at home, and at the terminal. Use the opportunity to reinforce your organizational vision, goals, successes, and what you are doing to meet the goals. Market not only to your clients, but also to your drivers!

Increase the cohesiveness among your drivers as a group through interdependent support mechanisms. For example, set up a buddy support system for truck breakdowns in the field, or when they need to talk to a fellow driver. You can do the same for drivers’ families.

Show that you care about their concerns and well-being. For example, give them attention and service when they call or come in to start their routes. Provide an employee assistance program to support them when they feel lonely or stressed (e.g., a 1-800 number to call).

The payoffs are a more positive attitude, more positive beliefs about the organization, increased co-operation with other employees, a more competitive spirit, and increased driver retention. The effect will work as an additional marketing tool for your organization!