In the transportation and logistics industry, recruiting and retaining drivers remains a major challenge. Many businesses face the situation where new drivers leave the company after just a few weeks or months of work. This phenomenon not only wastes recruitment costs but also seriously affects business operations and company reputation. This article will provide an in-depth analysis of the high turnover rate among new drivers and offer specific solutions through a professional driver onboarding process.

Current Situation: High Turnover Rate Among New Drivers - A Persistent Problem in Vietnam's Transportation Industry

The turnover rate of new drivers within the first 90 days is one of the biggest challenges for transportation companies. This is a critical period when drivers are getting familiar with the new work environment, operational processes, company culture, and building trust with their employer.

In reality, many transportation companies must continuously recruit to fill vacant positions left by departing new drivers. This creates a vicious cycle: recruitment - superficial training - driver quits - must recruit again. This cycle is not only financially costly but also reduces productivity and service quality.

Industry-Specific Characteristics That Increase Pressure on New Personnel

The transportation industry has unique characteristics that make drivers' work more challenging compared to many other professions. Drivers must work long hours, frequently away from home, face pressure to deliver on time, handle unexpected situations on the road, and bear significant responsibility for cargo safety and vehicle security.

For new drivers, these challenges can become overwhelming without proper preparation, support, and appropriate training from the company. When expectations don't match reality, or when they feel lonely and lack direction, the decision to leave the company becomes easier.

The Importance of the First 90 Days

The first 90 days are considered the "golden period" in transportation HR management. This is the determining timeframe for whether a driver will stay with the company long-term. During this time, drivers form their first impressions of the company, establish work habits, build relationships with colleagues and management, and evaluate whether the company meets their expectations.

Companies successful in retaining personnel are typically those that seriously invest in the driver onboarding process, ensuring new drivers receive the best support during this critical period.

5 Main Reasons Why New Drivers Leave Companies Within the First 90 Days

To build an effective new driver retention process, it's essential to first understand the reasons why they decide to leave the company. Below are the 5 most common reasons:

1. Lack of Clear Training and Orientation Process

Many transportation companies assume that drivers already have licenses and driving experience, so they don't need much training. They only provide basic information about routes, assign vehicles, and require drivers to start working immediately. This leaves new drivers confused about work processes, unsure how to handle paperwork, whom to report to when incidents occur, or the company's specific policies regarding breaks, vehicle maintenance, and cargo handling.

The lack of systematic driver training causes them to make many mistakes in the early days, leading to stress and loss of confidence. Without clear guidance, new drivers easily feel lost and develop a poor opinion of the company's professionalism.

2. No Companion or Mentor Support on First Trips

The first trip is always challenging for any new driver, regardless of their experience. They must familiarize themselves with new vehicles, new routes, new customers, and the company's delivery and receipt processes. If they must face all of this alone, new drivers can easily become overwhelmed and stressed.

Not having a mentor or experienced driver accompany them on initial trips is one of the most common mistakes. New drivers need someone ready to answer questions, share practical experience, and provide support when facing difficult situations. Without this support, they may decide to quit right after the first trip if they encounter a negative experience.

3. Gap Between Communicated Expectations and Job Reality

During recruitment, some businesses tend to "beautify" the job to attract candidates. They may not clearly explain actual working hours, frequency of night shifts, difficulty of long-haul trips, or time pressure for deliveries.

When starting work, new drivers realize reality is far different from what was promised. They must work more hours than expected, have little rest time, or handle complex situations they weren't prepared for. This discrepancy creates a feeling of being deceived and loss of trust in the company.

4. Lack of Attention and Communication from Direct Management

In the early stage, new drivers need to feel attention and support from management. However, many operational managers are too busy with daily tasks and forget about caring for new personnel. They don't proactively contact to check in, don't create opportunities for drivers to share difficulties, and only communicate when there are problems or complaints.

Lack of communication and attention makes new drivers feel they are just a "number" in the system, not valued. They don't have the opportunity to build a trusting relationship with management, leading to feelings of isolation and lack of connection with the company.

5. Company Culture Not Communicated and Absorbed

Company culture plays a crucial role in creating a sense of belonging for employees. In the transportation industry, where drivers often work independently and away from the office, building and maintaining company culture is even more important and difficult.

Many companies lack a clear strategy to convey their culture, core values, and vision to new drivers. The result is that drivers don't understand the "why" behind regulations, don't perceive the company's difference from others, and lack motivation to commit long-term.

Domino Effect: Hidden Costs and Long-term Losses from Continuous New Personnel Turnover

High turnover rates among new drivers is not just an HR issue but also creates a chain of negative consequences affecting many aspects of the business.

Repeated Transportation Recruitment Costs

Each time a new driver is recruited, multiple costs arise: posting job ads, screening resumes, interviews, background checks, medical examinations, and administrative procedures. When drivers quit early, this entire process must be repeated, causing transportation recruitment costs to increase significantly.

Beyond direct costs, there's also the time and effort of HR teams and management dedicated to continuous recruitment instead of focusing on business development activities.

Service Disruption and Impact on Customers

When drivers quit suddenly, the company must rearrange routes, assign other drivers as replacements, or even postpone/cancel shipments. This disrupts service, reduces reliability in customers' eyes, and can lead to lost contracts.

Customers in the logistics industry particularly value stability and reliability. If they notice the company frequently changes drivers or can't guarantee schedules, they will seek other partners.

Pressure and Burnout for Current Drivers

When short-staffed due to high turnover, current drivers must shoulder additional workload. They must run more trips, work more hours, and have less rest time. This leads to exhaustion, stress, and decreased work quality.

Worse still, overload conditions can cause even veteran drivers, who were loyal to the company, to start considering leaving. Thus, the new personnel turnover problem can spread into an overall personnel retention issue.

Company Reputation Affected in Driver Community

The driver community typically has a tight-knit network. When many drivers leave a company in a short time, this information spreads quickly. Negative reviews about work environment, poor training processes, or lack of company care will make recruiting new drivers in the future more difficult.

Bad reputation also affects candidate quality. Good, experienced drivers will avoid companies known for "high turnover," and the company can only attract lower-quality candidates, continuing the vicious cycle of the problem.

Opportunity Cost and Slowed Development Speed

When constantly focused on recruiting and training replacement personnel, businesses lack sufficient resources to invest in development. Plans to expand markets, upgrade technology, or improve services are postponed due to lack of stable teams.

This opportunity cost can be much larger than the direct costs of repeated recruitment. While competitors grow strongly with stable teams, businesses get stuck in daily HR "firefighting."

Checklist for Evaluating Current Onboarding Process of Transportation Businesses

Before building a new process, businesses need to evaluate the current state of their driver onboarding process. Below is a checklist to help identify weaknesses needing improvement:

Phase Before First Day of Work

  • Do new drivers receive detailed information about the first day of work, reporting location, contact person, and what to prepare?
  • Does anyone contact the driver during the time between accepting the offer and the start date to maintain connection?
  • Are paperwork procedures prepared in advance so drivers don't have to wait long on the first day?

First Day and First Week

  • Is there a formal orientation program for new drivers?
  • Are drivers introduced to key company members, especially direct managers and support teams?
  • Are there clear guideline documents about work processes, company policies, and safety regulations?
  • Do drivers get familiar with the vehicles and equipment they will use?

First Trip

  • Is there a veteran driver or supervisor accompanying on the first trip?
  • Is there an evaluation and feedback process immediately after the first trip?
  • Do new drivers know how to handle common situations like delays, vehicle breakdowns, or customer issues?

Monitoring During First 90 Days

  • Are there scheduled periodic check-ins with new drivers (e.g., after 1 week, 1 month, 3 months)?
  • Is there a system for collecting feedback from drivers about their experience?
  • Are important metrics tracked such as trips completed, on-time rate, safety violations, and customer ratings?
  • Are there supplementary training plans based on each driver's specific needs?

Culture and Engagement

  • Do new drivers perceive the company's culture and core values?
  • Are there opportunities for new drivers to connect with colleagues (e.g., group chat, meetups)?
  • Is there a recognition and reward program for early achievements?

If the answer to many of the above questions is "no" or "unclear," it's a sign that the driver onboarding process needs serious reform.

7 Steps to Build a Standard Onboarding Process That Retains New Drivers

Based on industry experience and best practices, below is a 7-step onboarding process to help minimize turnover and build a stable driver team.

Step 1: "Pre-boarding" Phase - Maintain Connection Before Start Date

The onboarding process actually begins right after the driver accepts the job offer. The period from contract signing to start date is when "buyer's remorse" easily occurs - when candidates start doubting their decision or receive better offers elsewhere.

During this phase, the company should:

  • Send a welcome email with detailed information about the first day
  • Provide materials about the company, culture, and what they can expect
  • Have a representative (could be HR or direct manager) contact by phone to answer questions
  • Prepare all necessary paperwork, accounts, and equipment in advance
  • Send information about colleagues and work environment to create familiarity

Step 2: Orientation Week - Solid Foundation for New Journey

The first week is crucial in forming impressions and building a knowledge foundation. Instead of putting new drivers straight to work, invest a week (or at least 3-4 days) in a comprehensive orientation program.

The orientation program should include:

  • Company introduction: History, vision, mission, core values, organizational structure
  • Policies and regulations: Working hours, compensation, leave, occupational safety, incident handling procedures
  • Operational processes: How to receive assignments, report, deliver/receive goods, use TMS and technology tools
  • Safety and maintenance: Pre-trip vehicle inspection, basic troubleshooting, reporting technical issues
  • Communication skills: How to interact with customers, dispatchers, and management
  • Vehicle familiarization: Practical time with the vehicle to be used, familiarization with equipment

The orientation week shouldn't be too theory-heavy but should combine practice, group discussions, and opportunities to ask questions.

Step 3: Assign Mentor/Buddy - Trusted Guide

Each new driver should be paired with a mentor - an experienced veteran driver who understands the work and company culture well. The mentor doesn't necessarily have to be a manager but rather a trusted colleague the new driver can comfortably ask anything.

The mentor's role includes:

  • Accompanying on the first 2-3 trips for direct guidance
  • Being available to answer questions via phone or text
  • Sharing experience and tips for working efficiently
  • Introducing the new driver to other colleagues
  • Providing constructive feedback on performance
  • Reporting to management about the new driver's progress

For the mentor program to succeed, the company needs to:

  • Select suitable drivers (not just skilled but also having teaching skills and patience)
  • Train mentors on their role and responsibilities
  • Have incentive schemes for mentors (bonuses, recognition, workload reduction)
  • Monitor and evaluate the effectiveness of mentor-mentee relationships

Step 4: Supervised Trial Trips and Evaluation

After completing orientation week and familiarizing with the mentor, new drivers will conduct trial trips. Initially, these trips should:

  • Have moderate difficulty (not too far, not too complex in route)
  • Be supervised by mentor or supervisor
  • Have a clear contingency plan if problems arise
  • Be closely monitored through GPS and frequent communication

After each trip, there should be a debriefing session to:

  • Have drivers share experiences and difficulties encountered
  • Mentor/supervisor provide specific feedback
  • Identify strengths and areas needing improvement
  • Adjust training plans accordingly

Post-trip evaluation is not to "catch mistakes" but to help drivers develop skills and become more confident.

Step 5: Periodic Check-ins During First 90 Days - Close Monitoring and Timely Support

Instead of only contacting when there are problems, management needs to proactively check in periodically with new drivers on a schedule:

  • After first week: Evaluate orientation week experience, answer initial questions
  • After first month: Assess progress, discuss difficulties, adjust if needed
  • After 60 days: Review overall performance, set goals for next phase
  • After 90 days: Formal evaluation, decision on transition to permanent employee

Each check-in should:

  • Be scheduled in advance, not impromptu
  • Take place in a comfortable, open environment
  • Focus on listening to the driver, not just one-way communication
  • Document issues raised and solutions
  • End with a clear action plan

Step 6: Supplementary Skills Training and Career Development

Onboarding isn't just teaching basic work but also an opportunity for drivers to see their development path at the company. During the first 90 days, provide:

  • Soft skills training: customer communication, stress management, time management
  • Advanced safety training: defensive driving, emergency situation handling
  • Technology usage training: TMS driver management, mobile app, tracking devices
  • Sharing about development programs: promotion opportunities, in-depth training, additional certifications

When drivers see the company investing in their development, not just viewing them as "drivers," they will be more motivated to commit long-term.

Step 7: Culture Integration and Building Sense of Belonging

Emotional factors play a crucial role in the decision to stay or leave. Drivers need to feel they are part of the team, valued and meaningful.

Culture-building activities during onboarding phase:

  • Organize meetings between new drivers and current team
  • Create group chat or online community for drivers to connect
  • Share success stories of other drivers in the company
  • Recognize and reward early achievements, however small
  • Listen to opinions and suggestions from new drivers
  • Create opportunities for drivers to participate in decisions affecting their work

Culture cannot be "taught" through a presentation but must be experienced through daily interactions and how the company treats employees.

Role of TMS in Optimizing Management and Monitoring of Drivers During Probation Period

TMS (Transportation Management System) technology plays a crucial role in supporting the onboarding process and effective transportation HR management.

Process Automation and Error Reduction

TMS driver management helps automate many stages in the onboarding process:

  • Automatically send notifications and documents to new drivers
  • Track completion progress of mandatory training steps
  • Create automatic check-in schedules and reminders for management
  • Manage driver documents, papers, and certifications systematically

This automation ensures no steps are missed and reduces administrative workload for HR departments.

Detailed Performance Tracking from Day One

TMS provides detailed data on new driver performance:

  • Trips completed, on-time delivery rate
  • Average time per trip, time efficiency
  • Safety violations (speed, harsh braking, fast cornering)
  • Customer ratings of driver
  • Frequency of contact with dispatcher

This data helps transportation HR management recognize issues early and intervene promptly, rather than waiting until the driver decides to quit.

Quick Communication and Support

Modern TMS typically integrates communication features that help:

  • Drivers easily contact dispatchers or management when needing support
  • Send notifications and policy updates to all drivers
  • Create feedback channels for drivers to share issues or suggestions
  • Track whether drivers have received and read important information

This effective communication capability is especially important for new drivers who need more frequent support.

Analysis and Continuous Improvement

TMS provides reports and analysis on:

  • Turnover rate by phase (during first month, first quarter)
  • Performance comparison between new driver groups
  • Evaluation of mentor program effectiveness
  • Identification of factors predicting turnover likelihood

This information helps businesses continuously improve driver training processes and onboarding based on actual data rather than intuition.

Personalizing Experience for Each Driver

TMS allows creating detailed profiles for each driver, including:

  • Experience background and skills
  • Strengths and areas needing improvement
  • Preferences for trip types, routes
  • Feedback and evaluations from check-in sessions

This information helps management personalize support and development approaches for each driver, rather than applying a one-size-fits-all approach.

Implementation Roadmap: Where to Start and How to Reform the Onboarding Process

Building a comprehensive onboarding process can take time and resources. Below is a practical implementation roadmap for transportation businesses:

Phase 1: Assessment and Planning (2-4 weeks)

The first step is understanding the current situation:

  • Analyze data on turnover rates, average tenure of new drivers
  • Interview current drivers and those who have left to understand reasons
  • Evaluate current onboarding process using the checklist mentioned above
  • Determine budget and resources available for investment

The result of this phase is a detailed plan of what needs to change, implementation priorities, and each party's responsibilities.

Phase 2: Content and Materials Development (4-6 weeks)

This phase focuses on content preparation:

  • Design first-week orientation program
  • Create guidance documentation (handbook) for new drivers
  • Build processes for each onboarding step
  • Prepare training materials for mentors
  • Establish necessary forms, checklists, and tools

Content should be reviewed by multiple parties (HR, operations management, veteran drivers) to ensure completeness and practicality.

Phase 3: Mentor Selection and Training (2-3 weeks)

Success of the onboarding program depends heavily on mentor team quality:

  • Determine mentor selection criteria
  • Invite and select suitable drivers
  • Organize training on role and necessary skills
  • Clearly explain compensation scheme and expectations
  • Create mentor group so they can support and learn from each other

Phase 4: Pilot Implementation (1-2 months)

Instead of comprehensive rollout immediately, start with a pilot group:

  • Apply new process with first group of new drivers (3-5 people)
  • Closely monitor the entire process
  • Collect feedback from new drivers, mentors, and management
  • Identify points needing adjustment
  • Compare results with previous new driver groups

The pilot phase helps discover practical issues and adjust before expanding.

Phase 5: Adjustment and Expansion (ongoing)

After perfecting the process based on pilot results:

  • Roll out for all new drivers
  • Train entire management team on new process
  • Integrate process into TMS system if available
  • Establish KPIs to measure effectiveness
  • Build mechanism for continuous evaluation and improvement

Phase 6: Monitoring and Optimization (ongoing)

Onboarding is not a "set and forget" process:

  • Evaluate effectiveness quarterly based on metrics like turnover rate, training time, satisfaction level
  • Regularly collect feedback from new drivers
  • Update training content when there are changes in processes or technology
  • Recognize and reward outstanding mentors
  • Share best practices between branches (if applicable)

Expected Benefits When Applying Standard Onboarding Process for Transportation Businesses

Investing in the onboarding process brings many specific and measurable benefits:

Significantly Reduce Turnover Rate

This is the most direct and obvious benefit. An effective onboarding process can reduce turnover rate in the first 90 days from high levels to half or even lower. This means more drivers stay long enough to become valuable employees, rather than leaving when they've just started contributing effectively.

Save Recruitment and Training Costs

When retaining more new drivers, companies don't need to recruit continuously for replacements. Transportation recruitment costs decrease, and HR teams can focus on higher-value activities like talent development and culture building.

Improve Service Quality and Customer Satisfaction

Well-trained drivers who understand processes clearly and receive good support will perform better. They deliver on time, communicate professionally with customers, and cause fewer incidents. This improves overall service quality and customer satisfaction.

Create Stable and Experienced Team

When drivers stay longer, businesses gradually build a stable team with more experience. This team becomes a valuable asset, helping the company develop sustainably and surpass competitors.

Improve Culture and Work Morale

When facing less staff shortage and not constantly getting acquainted with new colleagues, current drivers have better work morale. The work environment becomes more positive and mutually supportive.

Enhance Employer Brand Image

The company becomes known as a place that invests in employees, cares about their development, and has a professional work environment. This helps attract higher-quality candidates and makes recruitment easier.

Create Foundation for Sustainable Growth

With a stable team, businesses can confidently expand operations, take on new contracts, and develop additional services without worrying about execution capacity due to staff shortage.

High turnover rates among new drivers is a serious but completely solvable problem. By investing in a standard driver onboarding process, transportation businesses not only retain new drivers but also build a solid foundation for long-term development. The 7-step process presented in this article provides a detailed and feasible roadmap for businesses to start reforming today. Combined with TMS technology support in transportation HR management, businesses can turn challenges into opportunities and create sustainable competitive advantages in the industry.