Market uncertainty. Lack of clarity.
I can’t count the number of times these words have repeatedly described the trucking industry in recent months. As the market shows signs of recovery after a prolonged downturn, economic policies threaten stability.
Now more than ever, retaining talent in the trucking industry is critical.
At the 2025 Best Fleets to Drive For conference, Jane Jazrawy, CEO of CarriersEdge, highlighted a shift in the industry’s workforce challenges. The days of the Great Resignation — when employees left jobs in record numbers during the height of pandemic — are behind us. Instead, Jazrawy emphasized that there’s a “Great Disconnection” in the trucking industry as drivers grapple with dissatisfaction and disengagement from carriers’ expectations.
A CarriersEdge study, which surveyed 63 fleets and more than 5,365 drivers, revealed that structured performance reviews and career progression significantly impact driver satisfaction.
Yet, fleets have come to rely on camera-based coaching rather than direct conversations for driver evaluation. While technology plays an important role in safety and accountability, it should complement human interaction.
Don’t rely on camera coaching, talk to drivers, Jazrawy reminded.
“It’s not just about performance. A driver is not the sum of his dash cam footage. A driver is a human with his own (motivations and goals). You talk about the person, not the job,” Jazrawy said.
Results also showed that while some drivers feel supported, 45% feel like just a number — ignored and undervalued.
Open communication fosters trust and helps drivers feel heard. Regular check-ins, performance discussions and constructive feedback sessions can lead to better engagement and a strong relationship between drivers and management. More importantly, they gain valuable insights into challenges, safety concerns and workflow inefficiencies, all insights that no camera can fully capture.
Jazrawy offered practical solutions on what fleets can do to improve driver evaluation, including finding more opportunity for conversations, creating driver committees to improve tech adaption by taking driver input, identifying skill gaps and ensuring management is proactively supporting drivers.
