Long-term driver retention — not short-term cost-cutting — is helping carriers navigate a prolonged industry downturn and prepare for the long-awaited rebound.
Executives at Tandet Group and Spring Creek Carriers said retention strategies must be consistent regardless of market conditions, with an emphasis on fairness, predictability, and communication rather than reactive measures tied to freight volumes.
Tandet, which employs about 300 drivers across its bulk and tank operations, said long-term tenure among drivers remains one of its defining strengths. President Scott Tilley and vice president of people, Dave Miller, said many drivers stay for decades, forming the operational backbone of the company.
Drivers with five, 10, or even 20 years of service often require little supervision and bring deep familiarity with customers, equipment, and procedures.
Miller said departures most commonly occur early in a driver’s tenure, particularly within the first six months, when drivers determine whether the work fits their expectations. A second transition point comes between 12 and 18 months. Drivers who move beyond that stage tend to stay long-term, often until retirement.
Spring Creek Carriers operates a smaller fleet with 42 drivers and reports relatively low turnover. President and managing partner Mark Bylsma said some turnover is inevitable. The company’s focus, he said, is on creating conditions for long-term success.
Deliberate hiring
At Tandet, turnover is largely driven by retirements, life changes, or early exits by new hires who discover the physical demands of tank work are not what they expected.
Spring Creek emphasizes deliberate hiring over rapid expansion. The carrier is slow to hire, with the goal of ensuring drivers understand expectations and are well-matched to the role. Bylsma said that approach reduces churn and supports consistency during both strong and weak freight markets.
Both companies say they have avoided cutting driver compensation or benefits despite economic pressure. At Tandet, incentive structures, uniforms, boot allowances, and safety equipment have been maintained. Drivers are paid based on activity, so reduced freight volumes already affect earnings through fewer miles or hours, Tilley said, making it important not to further erode take-home pay.
Spring Creek also maintains stable pay structures year-round. Drivers receive performance-based compensation that can include mileage pay, paid stops, hourly components, guaranteed weekly minimums, layover pay, and paid breakdown time. Weekly pay schedules, safety incentives, and recognition programs are also part of the model.
Operational support plays a role at both fleets. Spring Creek relies on in-house mechanics, customs teams, and driver customer service representatives who handle much of the trip planning to reduce disruptions on the road. Late-model equipment and in-house maintenance are used to limit downtime and improve safety.
Flexibility is attractive
At Tandet, flexibility is a key retention tool. Drivers can work locally, regionally, or longhaul, depending on their needs, and some move between different divisions within the company over the course of their careers. Others prefer predictable routes and schedules and are accommodated accordingly.
Tandet does not use forced dispatch. Drivers are offered available work and can decline assignments, with the expectation that refusals are reasonable. Less desirable runs are reviewed to determine whether operational changes — such as adjusted timing or pre-loading — could make them more appealing.
At Spring Creek, operations staff work closely with drivers to align miles and stops with individual preferences whenever possible.
Communication
Communication is another common thread. Tandet tracks driver anniversaries and milestones and encourages terminal staff to recognize birthdays and service achievements. Tilley said personal contact helps ensure drivers feel connected to the organization beyond daily dispatch interactions.
Spring Creek emphasizes one-on-one conversations, particularly during slower periods. Bylsma said transparency about freight conditions and consistent messaging help drivers understand why earnings may fluctuate and what the company is doing to support them.
Fairness guides decision-making
Both carriers said fairness, rather than strict equality, guides decision-making. During slow periods, work is shared to keep drivers as busy as possible, even if workloads cannot be perfectly balanced. During upswings, management plans hiring carefully to avoid overextending existing drivers before additional equipment becomes available.
Executives at both fleets said maintaining an experienced driver base is critical when freight demand returns. Equipment procurement can lag market recoveries, making retained drivers essential for responding quickly to new opportunities.
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