Clark: How smart onboarding helps fleets cut turnover and retain talent

It’s no secret that our industry continues to wrestle with persistent labor shortages. From drivers and technicians to logistics, finance, and nearly every function in between, finding and keeping qualified people has become one of the most pressing challenges businesses face today. Building a strong team is difficult enough, but keeping that team engaged, productive, and loyal over time can be even harder.

That’s why hiring the right people from the start is absolutely critical. According to a LinkedIn article, the U.S. Department of Labor estimates that making a bad hire can cost an organization up to 30% of that employee’s first-year earnings. In real terms, replacing an employee with a salary of $100,000 could cost a company $30,000 or more. And this figure is often understated in terms of the true impact. When you factor in recruiting expenses, onboarding and training costs, lost productivity, and the time spent finding a replacement, the real cost of a wrong hire can be significantly higher.

Time itself is a major expense. There’s the time required to recruit, the time needed to train, the time it takes for a new employee to reach full productivity, and the time lost when a hire doesn’t work out and the process must start all over again. Even more damaging is the risk of hiring someone who disrupts team dynamics or negatively affects customers and coworkers. At best, it slows progress; at worst, it erodes morale and trust across your organization.

Effective recruiting begins by clearly identifying talent gaps within your company. Once you understand where those gaps exist, the next step is defining each role in detail, including the responsibilities, skills, experience, and qualifications required to succeed. Only then can you begin the process of sourcing the right candidates. Depending on the role, that search may be influenced by geography, compensation expectations, or specific background experience.

To be successful, you must meet candidates where they are. Today’s job seekers are active across social media platforms, job boards, and professional networks, so it’s important to determine which channels are best suited for each position. Posting strategically, tailoring job descriptions, and leveraging employee referrals, both internal and external, can significantly improve the quality of your candidate pool.

How fleets can retain top talent after recruitment

Finding talent is only half the battle. Keeping it is where many organizations struggle. Driver turnover, for example, remains alarmingly high, often exceeding 90% annually, according to a National Transportation Institute article. While turnover in other roles is lower, it’s still significant. Diesel technicians, for instance, average around 18% turnover. These figures highlight not only retention challenges but also the ongoing labor shortages that persist across multiple roles.

Whether you’re hiring drivers, diesel technicians, sales professionals, or back-office staff, strong retention starts with thoughtful onboarding and consistent employee engagement. To build a loyal, skilled, and motivated workforce, consider the following best practices:

• Understand what motivates new hires before day one. Learn what matters most to them: career growth, stability, compensation, flexibility, or purpose. Make sure those motivations align with your organization’s mission and values.
• Create early connections. HR should communicate with new employees before their first day, helping them understand who they’ll be working with and what to expect. This reduces anxiety and builds familiarity.
• Involve senior leadership in the welcome. When leadership takes time to personally welcome a new employee, it sends a powerful message: “You matter here.” That sense of importance can have a lasting impact.
• Pair new hires with experienced team members. A mentor or buddy system provides guidance, builds trust, and gives new employees a safe, reliable point of contact as they settle into their role.
• Treat employees well. This expectation must be clear across the organization, especially through frontline management. Many employees who leave voluntarily don’t leave the job; they leave their supervisor.
• Acknowledge and celebrate success. Public recognition for a job well done goes a long way. While it may be difficult to assign a dollar value to appreciation, its impact is undeniable. NPR cited a Gallup study from 2024 showing that employees who received high-quality recognition at work were 45% less likely to leave their jobs.

Make it your goal to be one of those organizations. When employees feel supported, valued, and recognized from day one, you dramatically improve your chances of retaining your best people and building a workforce that’s committed for the long haul.