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As the trucking industry struggles with how to solve the increasing driver shortage, many companies are taking a different approach to recruiting. The demographic pool is widening as organizations focus efforts on hiring veterans and recruiting young talent out of school, but there is one key demographic the industry is ignoring. According to data from Omnitracs, women account for only nine percent of drivers. The opportunities are endless when it comes to recruiting women truck drivers, but it doesn’t stop at just filling the driver’s seat. When you do the analysis, women are a proven asset to organizations, as female drivers have lower turnover rates, fewer accidents and more miles logged.   In October, ATA reported that the turnover rate for carriers with more than $30 million in annual revenue rose to 98 percent in Q1 2018. With driver turnover being a top concern for companies, women just might be the answer to reducing employee churn. Omnitracs’ data shows that men have higher turnover rates compared to women, making female drivers a more reliable bet for businesses. When it comes to voluntary turnover rates, almost half of men (49 percent) left positions in the last year, compared to only 35 percent of women – a 14 percent difference that could make a large impact on the  workforce.  Data also shows that women have fewer preventable accidents and they log more miles. In the last year, women truckers were involved in 2.77 accidents per 100 drivers versus men who were involved in 3.38 accidents per 100 drivers. Women have also had fewer rollovers and rear-end colisions making them safer, and often more reliable employees. Omnitracs’ data from the last year shows that women averaged 7,995 miles per month versus 7,383 miles logged by men. Data also shows that between October 2016 and May 2017, women averaged more than 7,500 miles per month, a record-breaking average that men have never reached to date. Women being involved in less accidents and logging more miles in week long periods increases the fleets overall efficiency and productivity. While hiring women is a long term solution to the driver shortage, they also bring greater advantages to businesses and the industry.  While it’s clear that women are great candidates, what is the next step for the industry? Carriers, fleet operators, vendors and associations need to join forces and brainstorm the best ways to recruit women, showcasing truck driving as a viable and appealing option for them. Current initiatives are underway to bring safety and wellness to the roads – from secure sleeping areas to access to healthy food, but is it enough? The only way the gender gap will continue to close is through continued education of the benefits of having women behind the wheel and for managers to begin making strides to hire women in for these positions.  Written by Lauren Domnick, Chief Data Scientist, Omnitracs
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Seven Girl Scouts, ranging in age from 8 to 15, visited Otto Transfer in Delano, Minn., Thurs., Sept. 13 to learn about trucking from CEO Liz Morris Otto and CFO & Safety Director Kevin Otto. The girls learned about various careers in trucking, and particularly enjoyed seeing the inside a truck and getting behind the wheel. Older Girl Scouts with driving permits learned how to operate their vehicles safely around trucks while driving during a brief "Share the Road" session. All the Girl Scouts enjoyed hearing about Otto’s health program for its drivers, which includes a weekly delivery of organic produce grown in a garden at Otto’s headquarters -- and customized exercise YouTube videos that demonstrate how to use a truck to get fit. Finally, Liz and Kevin’s 16-year-old daughter, Eileen, shared how she contributes to the family business, including visiting the Minnesota Capitol to help advocate for state policies that help make Minnesota trucking businesses successful. 
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By Jacque Casoni Not all personality assessments are created equal. Does the one you’re using make the grade? Whether you’re looking to hire and develop top performers, identify high-potential employees and future leaders, address performance issues, or build more collaborative and productive teams, personality assessments can be an invaluable tool. An effective assessment shines a light on people’s intrinsic strengths, behavioral tendencies, and developmental pitfalls, enabling you to make more informed decisions about your human capital.  The challenge is choosing the right assessment. A good one can help transform your organization; a bad one is, at the very least, a waste of time and money. With so many options on the market, from pricier assessments that have been around for decades to inexpensive phone apps that arrived on the scene last week, how do business leaders sift through the clutter and find out what works? The truth is that anyone can invest a few dollars in software and claim to be an “assessment company.” But if you’re serious about transforming your organization into one that is more productive, forward-thinking, and profitable, here are seven points to consider to ensure you’re using a viable assessment tool: 1. Work-Related Behaviors: Does your assessment specifically measure work-related behaviors, as opposed to general characteristics and styles? There are so many fun assessments that reveal information about a person’s style.  This is often entertaining and helpful to know; however, the context of this information varies greatly depending on the job.  For example, while a strong degree of accommodation is important in a customer service representative, it’s a much less desirable trait for a collection agent who needs to be firm and persistent.  An effective assessment measures traits that can predict someone’s performance in the workplace behaviors relevant to a specific job, which can provide you with the critical insights you need to make informed decisions. 2. Validity: Is your assessment valid for job matching? For the job-matching aspect of an assessment to be valid, your vendor should be taking measures to ensure the predictability and reliability of the tool is sound today and over time. This means conducting continuous research, evaluations, and revisions regarding the science behind the tool.  A good assessment meets scientific standards for validity (showing that it really measures what it claims to measure). All of this should be validated against specific job families and job-related behaviors while accounting for changes in behavioral normative data over time. Best practices in validation work include maintaining a technical manual that support the veracity of the assessment’s results. The technical manual should contain all of data regarding the research behind the tool, including data about correlations for predictive reliability. Most experts would consider this to be the most important quality of a good pre-employment and development assessment. 3. Versatility: Can the information gleaned in the report also offer insights that can be used for other phases of talent management, or is it only viable for single-use selection? If your applicant is going to spend an hour or more completing a personality assessment, you should be gaining a multi-dimensional view of that person’s motivations and inclinations.  A versatile instrument not only measures a person’s dynamics relative to a given position, but it can also be utilized to support coaching and development, team building, succession planning, and department or organizational engagements around performance improvement. The data can be used throughout the employee lifecycle, without having to spend time valuable completing further assessments. 4. Cognitive measurement: Does your tool also also measure how a person is inclined to approach problem solving? Let’s face it—all of the personality in the world is great, but if an assessment doesn’t measure someone’s problem-solving style, you will miss a fundamental component of job performance.  In evaluating concrete vs. abstract thinking, a good assessment makes a valuable distinction regarding which assessee would be better at straightforward decisions and which would be more adept at tackling complex business issues. This data is valuable on its own, but it can become even more beneficial when it is combined with other key attributes to predict performance in broader competencies, such as business acumen and strategic thinking.  5. Compliance: Is your assessment compliant with federal and state guidelines? When you are using any assessment for hiring, you want to know with 100% certainty that the results do not discriminate against any protected class. Top assessment companies do their own research and testing, and that includes evaluating their products for EEOC and ADA compliance to ensure their products never discriminate based on gender, race, age, or physical disability. Assessments used for selection in particular must be compliant with labor laws and regulatory guidelines. 6. Format: Can your assessment be faked? One of the biggest sources of skepticism toward personality assessments is the potential for fakability (a design flaw that allows an assessee to manipulate the answers so that the results are unduly favorable). While validity testing can help an assessment company ensure its instrument is consistent, proper construction is required to limit the potential for distortion. A semi-ipsative (forced-choice) format yields far more accurate results than a simple Likert-type scale.  Do not be fooled by assessments with overly rosy results—no human being can be the best of everything. 7. Duration: Is the length of the assessment up to standards regarding the reliability of the tool? The length of an assessment is another factor that prevents a person from “gaming the system.”  A brief assessment that only takes a few minutes to complete can be easily faked, which suggests it won’t be very accurate. It is harder for individuals to consistently manipulate answers over time. Duration enhances consistency and accuracy of trait distribution, leading to more reliable results. A good assessment is long enough to obtain a detailed picture of an applicant’s behavioral tendencies while still respecting that applicant’s time … and your speed of business. With assessment instruments, the accuracy of the data is critical both to making good talent-management decisions and to gaining commitment from your employees in their coaching and development. By ensuring that the tool you ultimately choose meets these seven fundamental standards, you will achieve better business results and, in the end, a far higher return on your investment. To learn more about Caliper and special discounts to WIT members, visit www.calipercorp.com/wit For more information, please feel free to contact the assessment experts at Caliper, an industry-leading assessment and employee development firm with five decades of experience researching, developing, and refining personality assessment instruments and helping businesses maximize their human capital potential, by visiting www.calipercorp.com or emailing info@calipercorp.com. Jacque Casoni is a senior business development executive with a solutions-oriented approach. With more than 10 years of human capital management experience, she is continuously involved with defining and implementing organizational efforts for some of Caliper’s largest clients in many different industries, both regionally and globally. Caliper is a human capital analytics company leveraging decades of data and validated assessment results to predict and select high-quality candidates. Caliper partners with all types of organizations, industries, and sectors – from Fortune 500 companies to small businesses and from government agencies to non-profits. We help companies reduce the risk of bad hiring decisions; build high-performing teams; and engage, develop, and retain their employees. Contact us to learn more.
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What makes a company desirable for women to work? Many say it comes from such reasons as a corporate culture that’s supportive of gender diversity, flexibility in hours and work requirements to accommodate family and life balance, competitive compensation and benefits, training and continued professional development, and career advancement opportunities.  If your organization is one that features these benefits (or more!), then it could be an ideal nominee for “Top Companies for Women to Work for in Transportation.” This is the first year this program will be featured in Redefining the Road, the official magazine of the Women In Trucking Association, with the goal to highlight companies in the industry that are friendly for women in BOTH driver and professional capacities.  Now's your time to vote for up to five companies that you think embody important attributes required to be a "Top Company for Women to Work For in Transportation." There are 65 nominated companies that have made the final cut based upon the following criteria: Corporate culture that’s supportive of gender diversity Flexibility in hours and work requirements to accommodate family and life balance Competitive compensation and benefits Training and continued professional development Career advancement opportunities > Select UP TO 5 COMPANIES - click here to access the list of nominated companies> Then access your ballot to vote for these companiesOnly one vote per device is allowed. Encourage your colleagues and others in your network to vote.  You need not be a WIT member to vote. 
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