NFIB

Avoid Hiring Your Next Workers Comp Problem
05/ 29/ 2002

by John R. Eubanks

Editor's Note: Although the advice in this article is specific to the transportation industry, much of it has universal utility. An emphasis on safety when hiring new employees is crucial to every company's safety program.

The market for trucking liability insurance and workers' compensation is hardening. Combined with a slow economy, this more difficult insurance market is a recipe for tough economic times for truckers. The best step a company can take to help its bottom line is to keep its coverage affordable and available by hiring and keeping good drivers.

Most trucking companies fail to adequately screen their applicants. In effect, they "hire" their workers' compensation and automobile accident problems. In their rush to put a driver behind the wheel, companies overlook the economics of putting the wrong person behind the wheel.

In 25 years of working with a wide variety of transportation companies across the United States, the one constant I have observed is that companies hire their problems. Review the qualifications and personnel files of most trucking companies--without ever meeting a single driver or talking to their dispatchers--and you can compile the list of names you can expect to see when the company's accident files are reviewed.

If it is that easy, then what are these drivers doing on the payroll? Managers will excuse the hiring of bad drivers by saying, "I can't let the trucks stay parked; they must roll." But managers need to ask themselves if they'd rather have the trucks parked in their yard -- or in a ditch, overturned on the highway or maybe on top of someone's car.

There are six issues to consider when hiring a driver. Some are things you look for in any employee and some are of specific relevance to drivers. As always, you should make sure that nothing you do or ask violates any laws.

1. Does the employee have a stable and complete employment history? Confirm past employment and ask why he or she left the previous job. If it was because the driver did not get home often enough and your company keeps its drivers on the road for extended periods of time, the candidate is probably not a good fit for your organization. Contact as many of the past employers as you can. Ask for explanations for any gaps in employment.

2. Get complete answers to all questions on your applications. Failure to complete these applications properly and completely could expose your company to a judgment based on negligent hiring. Even if the answer to the question is "No" or "Not Applicable," the space needs to filled in by the applicant. Consider using a professional background check to ensure that you know the complete criminal background of your employee, especially if you are transporting high-value cargo.

3. Compare the results of the driver's official motor vehicle report with answers to the tickets and accident questions on the application. The results should be reasonably consistent. You need to know if an applicant is hiding a bad driving record.

4. Does the person you are about to hire reflect well on your company? Remember that the driver is the one representative of your company who will be seen most often by your customers, the public, vehicle enforcement personnel, law enforcement officials and in some rare cases, the media or even a judge and jury. Each driver's hygiene, dress, attitude, and language will be at its best during an interview.

5. Conduct a road test of the prospective employee using a company driver trainer. This is no longer required by law, but is still an extremely useful tool in determining how well the driver can handle a rig. Remember again, this is the candidate's best behavior. If the driver isn't performing well in front of you, that performance will not get better when the driver is alone on the open road.

6. Don't forget the basics. Make sure that the personnel responsible for hiring are trained in the types of questions to ask. Compile a written list of questions. This will enable you to get as much information from the candidate as possible, while at the same time prevents the posing of questions that you cannot ask a prospective candidate. This way you can gather information in an efficient manner and still have time to sell the driver on your company.

If your company uses a psychological profile test or other written examinations, make sure that your employees understand how to administer and interpret the test. Also, make sure that they understand that the purpose of the test is to screen applicants and that coaching prospects or giving them answers to help them pass the test works against the company's interest and will not be tolerated. Sometimes well-meaning employees may feel they are helping the company by getting more candidates to "pass" the test.

Setting the tone in your company that safety comes first begins with the type of drivers you select. It is important to remember that hiring good drivers is only the first step. Treat them with respect and make sure that you make them feel as important to the success of your company as they actually are. Avoid having your dispatchers and managers sitting behind glass windows. Above all, do not (as one company I saw did) have one office entrance door for "employees" and another for "drivers."

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John R. Eubanks is a nationally known loss prevention consultant and trainer with more than 20 years of experience in the transportation industry. He has written model programs for industry associations including a model Hazard Communication Standard for the National Tank Truck Carriers. Mr. Eubanks is president of Loss Prevention Consultants in Jackson, Miss.

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