Bien que la pénurie de conducteurs soit depuis longtemps une préoccupation majeure des employeurs du secteur du camionnage et de la logistique, les récentes informations sur le marché du travail de RH Camionnage Canada montrent que l’augmentation des coûts d’exploitation est en tête de liste depuis environ un an. Et la situation n’est pas près de s’améliorer.

Les employeurs font face à de nombreux défis — prix des carburants, coûts de la main-d’œuvre, pressions réglementaires, etc. Les RH ne font pas exception à la règle : attirer et maintenir en poste les meilleurs talents reste une préoccupation majeure.

Jetons un coup d’œil à certaines stratégies utilisées par les Meilleurs transporteurs employeurs pour rester en tête sans se ruiner.

Optimiser le recrutement pour gagner du temps et de l’argent

Un processus d’embauche plus efficace signifie moins d’argent dépensé en annonces, entretiens et intégration. La réduction du délai d’embauche vous permet de pourvoir les postes plus rapidement et à moindre coût.

Il existe toute une série de nouvelles technologies qui peuvent être mises à profit, notamment :

• Des plateformes alimentées par l’IA qui peuvent automatiser la sélection et le classement des candidats
• L’analyse prédictive pour aider à prévoir les besoins en matière d’embauche
• Des tests de présélection pour accélérer l’évaluation des candidats et automatiser le suivi
• Des plateformes de recrutement adapté aux appareils mobiles pour des candidatures rapides
• Des outils automatisés de planification des entretiens

Ces outils peuvent contribuer à réduire le temps et les coûts consacrés à des processus manuels dépassés et à améliorer la qualité de vos recrutements. Prenez le temps d’évaluer ce qui est disponible et ce qui peut vous convenir, afin de gagner du temps et de l’argent.

Les avantages non monétaires attirent et conservent les talents

Il n’est peut-être pas possible d’augmenter les salaires lorsque les autres coûts augmentent, mais offrir des avantages sociaux flexibles et des options favorisant l’équilibre entre la vie personnelle et professionnelle est un autre moyen de rendre les employés heureux.

Les horaires flexibles, les semaines de travail comprimées, les programmes de bien-être et autres sont quelques-unes des initiatives auxquelles nos Meilleurs transporteurs employeurs ont recours pour rester compétitifs sur le marché.

Deux points principaux distinguent les Meilleurs transporteurs employeurs de la concurrence :

1. Ils demandent à leurs employés quels sont les avantages non pécuniaires qui leur seraient utiles.
2. Ils prennent le temps de communiquer clairement ces offres.

Accorder la priorité à la reconnaissance et à l’engagement des employés

Les Meilleurs transporteurs employeurs comprennent qu’il est plus rentable de satisfaire les employés actuels que d’en recruter constamment de nouveaux. Les programmes d’engagement des employés et les initiatives de reconnaissance peuvent améliorer le moral, réduire le taux de rotation et stimuler la productivité.

En voici quelques exemples :

• Programmes structurés de reconnaissance des employés pour les réalisations ou le rendement en matière de sécurité
• Collecte régulière des commentaires des employés, qui sont pris en compte pour améliorer la satisfaction
• Permettre aux employés de proposer des initiatives, telles que des campagnes de bienfaisance, des ateliers de partage de compétences, etc.
• Programmes « employé du mois »
• Reconnaissance devant l’équipe pour un travail bien fait
• Cartes-cadeaux en remerciement

N’oubliez pas : la cohérence et la sincérité sont essentielles.

Investir dans l’avancement professionnel pour favoriser la loyauté

Les employés qui ont l’impression d’avoir des possibilités d’évoluer et de progresser sont plus susceptibles de rester avec votre organisation. Offrir des programmes d’avancement professionnel et de perfectionnement peut contribuer à réduire les coûts liés au roulement du personnel et à constituer une main-d’œuvre plus qualifiée.

Et vous n’avez pas besoin de vous ruiner pour y parvenir.

Voici quelques exemples :

• Proposez des formations qui correspondent aux objectifs des employés et aux besoins de l’entreprise.
• Développez des plans de carrière clairs pour les conducteurs et le personnel de bureau.
• Envisagez le remboursement des frais de scolarité pour les conducteurs et le personnel d’entrepôt afin qu’ils obtiennent des qualifications spécialisées — réduisant ainsi la nécessité de recruter à l’extérieur pour des postes émergents ou plus avancés.
• Développez des possibilités d’apprentissage entre pairs — telles que des programmes de mentorat ou d’observation au poste de travail — qui sont peu coûteuses, mais de grande valeur.

Accéder à la bibliothèque de ressources RH de RH Camionnage Canada

Nous sommes là pour vous aider ! Notre bibliothèque de ressources RH offre une collection complète de guides, d’outils et de modèles pratiques et à jour, et plus encore, afin de soutenir la conformité au Code canadien du travail, l’élaboration d’une politique moderne et plus encore. Tous ces documents sont téléchargeables gratuitement sur notre site Web.

Vous pouvez consulter notre bibliothèque de ressources RH pour en savoir plus.

Trouver des mesures plus intelligentes et plus rentables est toujours souhaitable, et rester agile peut vous aider à faire face à l’augmentation des coûts tout en continuant à développer votre équipe de manière efficace.

Angela Splinter est la directrice générale de RH Camionnage Canada, un organisme national à but non lucratif et une source fiable d’informations sur le marché du travail et de solutions de pointe en matière de ressources humaines pour la main-d’œuvre des secteurs du camionnage et de la logistique. Nous avons établi des partenariats et collaborons avec un réseau dynamique national-provincial-territorial qui comprend des associations d’industrie, des gouvernements et des professionnels de l’industrie, afin que le réseau canadien de transport des marchandises dispose d’une main-d’œuvre ayant les compétences nécessaires au monde d’aujourd’hui et de demain.

truckinghr.com

While the driver shortage has long been a perennial top business concern among trucking and logistics employers, Trucking HR Canada’s recent labour market information has had rising business costs topping the list for about a year now. With little reprieve in sight.

Employers face many challenges — fuel prices, labour costs, regulatory pressures and more. The HR function is no exception, with attracting and retaining top talent remaining a key focus.

Let’s take a look at some strategies our Top Fleet Employers use to stay ahead without breaking the bank.

Maximize recruitment to save time and money

A more efficient hiring process means less money spent on advertising, interviewing, and onboarding. Reducing time-to-hire allows you to fill roles faster and economically.

There are a range of new technologies that can be leveraged, including:

• AI-powered platforms that can automate screening and candidate ranking
• Predictive analytics to help forecast hiring needs
• Pre-screening tests to speed up candidate assessments and automate follow-up
• Mobile-friendly recruitment platforms for quick applications
• Automated interview scheduling tools

These tools can help reduce the time and cost spent on outdated manual processes and improve the quality of your hires. Take some time to assess what’s available and may work for you — helping you save time and money.

Non-monetary benefits attract and retain talent

Raising salaries might not be feasible when other costs are rising, but offering flexible benefits and work-life balance options are another way to keep employees happy.

Flexible schedules, compressed work weeks, wellness programs, and more are some of the initiatives our Top Fleet Employers use to stay competitive in the marketplace.

Two main things separate TFEs from the competition:

1. They ask their employees what non-monetary benefits would be of value
2. They take the time to clearly communicate these offerings

Prioritize employee engagement and recognition

Our Top Fleet Employers know that keeping current employees satisfied is more cost-effective than constantly recruiting new ones. Employee engagement programs and recognition initiatives can improve morale, reduce turnover, and boost productivity.

Examples include:

• Structured employee recognition programs for safety milestones or performance
• Regular collection of employee feedback that is acted upon to improve satisfaction
• Allowing employees to propose initiatives such as charity drives, skill-sharing workshops, etc.
• Employee of the Month programs
• Recognition in front of the team for a job well done
• Gift cards that show appreciation

Remember: consistency and sincerity are key.

Invest in career development to foster loyalty

Employees who feel they have opportunities to grow and advance are more likely to stay with your organization. Offering career development and upskilling programs can help reduce turnover costs and build a more skilled workforce.

And you don’t need to break the bank to do it.

Here are some examples:

• Offer training that aligns with both employee goals and business needs
• Develop clear career progression pathways for both drivers and office staff
• Look at tuition reimbursement for drivers and warehouse staff to earn specialized credentials – reducing the need to hire externally for advanced or emerging roles
• Develop peer-to-peer learning opportunities such as mentorship programs or job shadowing, which are low-cost but high-value

Access Trucking HR Canada’s HR Resource Library

We’re here to help! Our HR Library offers a comprehensive collection of practical, up-to-date guides, tools, templates, and more to support Canada Labour Code compliance, modern policy development, and more. All are free downloads on our website.

You can check our HR Resource Library to learn more.

Finding smarter and more cost-effective measures is always a good thing, and staying agile can help you navigate rising costs while continuing to grow your team effectively.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future.

truckinghr.com

AI is no longer just a buzzword — it’s here, and it’s reshaping industries at a rapid pace. As businesses embrace AI, employers that act quickly to support their workforce through this transformation will certainly be ahead of the game.

A recent Trucking HR Canada webinar, Leveraging AI for Trucking and Logistics HR, showcased how AI can streamline HR processes and boost efficiency. Attendees got to hear from three of Canada’s leading experts on AI and the workforce: Stephen Mill, President, Robert Half Talent Solutions; Adam Renkosinski, Director, AI Talent Initiatives & Analytics, Vector Institute; and Dr. Celia Richardson, Senior Principal – Talent & Organization, Human Potential, Accenture.

We heard that while there are many benefits, AI comes with challenges too. AI’s impact on job roles and operations could be significant; some studies suggest automation may eliminate up to 40% of certain jobs.

To retain top talent, organizations need to prepare their teams for change.

Here are four of my key takeaways from the session:

AI isn’t just about automating tasks. From customer service and marketing to financial operations and sales, AI offers opportunities to enhance productivity across business functions.

Yet, as roles evolve, supporting employees through these shifts is crucial.

One study found that 50% of workers would undergo training to stay in their current roles, while others may seek new opportunities elsewhere. Without a clear plan to manage this transition, organizations risk losing talent.

Foster trust: AI adoption starts with leadership. Build trust by being transparent about how AI will be used and how it will impact employees is a good start.

Communicate clearly: Transparency is key. Let employees know what’s coming, why it’s happening, and how it will benefit them can help reduce fear and uncertainty.

Invest in training: As new tools are implemented, staff will need to upskill. Offering accessible training to help staff stay relevant and engaged in the changing landscape will be a sound investment.

When employees are engaged early and supported with training, they are more likely to embrace AI.

Research shows that 80% of companies that use generative AI can adapt well and even reinvent their business models. This can lead to increased productivity, job satisfaction, and retention.

Fear and skepticism around AI are real, but they don’t have to derail progress. By being transparent and proactive, employers can build trust and create an environment where AI adoption is embraced, not feared.

The future is already here — AI is already part of the systems we use every day. Now is the time to prepare our workforce to take full advantage of its transformative potential.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future. Want more from THRC? Subscribe to our newsletter: www.truckinghr.com

RH Camionnage Canada est à la recherche d’employeurs désireux de créer et d’améliorer des lieux de travail accueillants. Les employeurs intéressés ont la possibilité de travailler en tête-à-tête avec des professionnels des RH et d’essayer les nouveaux modèles, outils et ressources développés par RHCC.

Les problèmes de main-d’œuvre du secteur ne cesseront de s’aggraver dans les années à venir. Les employeurs peuvent contribuer à remédier à cette pénurie en élargissant leur bassin de talents pour y inclure une plus grande diversité d’employés. Avec le vieillissement de la main-d’œuvre, les travailleurs sont plus susceptibles d’avoir des besoins en matière d’adaptation et de présenter des problèmes d’accessibilité supplémentaires.

• Soyez parmi les premiers à découvrir les nouveaux outils de RHCC et à faire part de vos commentaires.
• Vous aurez accès à des professionnels nationaux des RH reconnus pour leur expertise dans ce domaine, qui peuvent aider votre organisation à développer/affiner et faire avancer les politiques, et soutenir leur mise en œuvre.
• Vos commentaires contribueront à l’élaboration d’outils et de ressources de pointe spécialement conçus pour le secteur du camionnage et de la logistique.

• Cette occasion est ouverte à tous les employeurs, y compris les petits, moyens et grands transporteurs, les employeurs sous réglementation fédérale, les employeurs sous réglementation provinciale, et plus encore.
• Ouvert aux participants francophones et anglophones.
• Engagement sur huit mois (février à septembre 2025). Remarque : Ce calendrier est flexible.
• Jusqu’à huit heures de soutien individualisé de la part de professionnels des RH.

Les places sont limitées. Contactez-nous pour en savoir plus et présenter votre demande : [email protected]

La reconnaissance des compétences des camionneurs est devenue un sujet d’actualité dans le secteur du camionnage et de la logistique. De nombreuses tentatives ont été faites récemment pour décrire la manière dont nous reconnaissons le niveau de compétence des conducteurs : s’agit-il d’un métier qualifié, d’un métier Sceau rouge, ou d’autre chose ?

Quelle que soit la direction prise en matière de reconnaissance des compétences, nous savons tous qu’il faut du temps, de la formation et du soutien pour former un conducteur qualifié, sûr et compétent. De nombreux employeurs proposent la formation professionnelle (également appelée perfectionnement ou intégration) pour aider à combler les lacunes des conducteurs titulaires d’un permis, mais inexpérimentés. RH Camionnage Canada (RHCC) a sondé les employeurs au sujet de leurs programmes de perfectionnement et a constaté qu’il existe de nombreuses similitudes entre les sujets enseignés et évalués, mais qu’il manque toujours un ensemble commun et cohérent de normes de formation.

RHCC comble cette lacune.

RHCC a collaboré avec un groupe de travail national de 31 personnes entre janvier 2023 et avril 2024 afin d’étudier les moyens d’améliorer et de normaliser la formation professionnelle des conducteurs au Canada. Ce groupe — qui comprenait des associations provinciales et nationales de camionnage, des compagnies d’assurance, des organismes de sécurité, des écoles de formation, des employeurs et d’autres partenaires du secteur des transports — a identifié les ressources et les outils indispensables pour aider les employeurs et les autres parties impliquées dans l’élaboration et la mise en œuvre de la formation professionnelle des conducteurs. L’objectif est de garantir que ces derniers possèdent les compétences dont ils ont besoin pour réussir, être compétents et travailler en sécurité.

Au printemps, nous avons publié une série de 16 ressources clés qui aident les employeurs à mettre au point ou à améliorer leur formation professionnelle. Ces outils sont directement liés aux principales compétences des camionneurs identifiées dans la NPN, qui sont nécessaires dans la plupart des lieux de travail et généralement acquises par les conducteurs au cours des six à 24 premiers mois de leur emploi. Les outils apportent un soutien à la formation des conducteurs, ainsi qu’aux formateurs, aux accompagnateurs, aux mentors et aux évaluateurs.

Dans le cadre de notre travail de soutien au secteur du camionnage et de la logistique, nous savons à quel point il est essentiel de disposer d’un matériel de formation normalisé. Ces ressources soutiennent également d’autres objectifs principaux de l’industrie :

• Combler l’écart entre la formation des débutants et la préparation à l’emploi.
• Jeter les bases d’une approche nationale cohérente de la formation. professionnelle qui favorise directement le renforcement de la productivité et la mobilité de la main-d’œuvre.
• Accroître la reconnaissance des compétences et l’attrait de la profession.
• Produire des conducteurs mieux formés et plus sûrs.

Le RHCC poursuit son objectif stratégique de soutenir l’industrie dans le perfectionnement de conducteurs hautement qualifiés, productifs et sûrs. Nous invitons l’industrie à utiliser ces ressources pour améliorer le recrutement, la formation et le maintien en poste des conducteurs. Il est essentiel d’améliorer le parcours de formation des conducteurs qualifiés pour s’assurer que nous disposons d’une réserve de nouveaux conducteurs en mesure de répondre à nos besoins, non seulement aujourd’hui, mais aussi à l’avenir.

La série d’outils peut être téléchargée gratuitement en français et en anglais ici.

Craig Faucette est le directeur des programmes de RH Camionnage Canada, un organisme national à but non lucratif et une source fiable d’informations sur le marché du travail et de solutions de pointe en matière de ressources humaines pour la main-d’œuvre des secteurs du camionnage et de la logistique. Nous avons établi des partenariats et collaborons avec un réseau dynamique national-provincial-territorial qui comprend des associations d’industrie, des gouvernements et des professionnels de l’industrie, afin que le réseau canadien de transport des marchandises dispose d’une main-d’œuvre ayant les compétences nécessaires au monde d’aujourd’hui et de demain. truckinghr.com

Skill recognition for truck drivers has become a renewed focus in trucking and logistics. There have been many new attempts recently to describe how we recognize the skill level of drivers: are they a skilled trade, red seal designated profession, or something else?

No matter what direction skill recognition takes, we all know it takes time, training, and support to develop a skilled, safe, and competent driver. Many employers have Occupational Level Training (which is also called onboarding or finishing) to help fill the gap for licenced but inexperienced drivers. Trucking HR Canada (THRC) surveyed employers about their finishing programs and found there are many similarities across topics taught and assessed, but what still seems to be missing is a common and consistent set of training standards.

THRC is filling that gap.

THRC worked with a 31-person National Working Group between January 2023 and April 2024 to look at ways of improving and standardizing occupational level driver training in Canada. This group — which included provincial and national trucking associations, insurance companies, safety organizations, training schools, employers, and other transportation partners — identified resources and tools that are a crucial element to support employers and others involved in the development and delivery of occupational level driver training to ensure drivers have the competencies they need to be successful, skilled, and safe.

We released a suite of 16 resources in the spring that assist employers with developing or improving their occupational level training. The suite connects directly to key truck driver competencies identified in the NOS that are needed in most workplaces and typically acquired by operators in the first six to 24 months of employment; the tools provide support for training drivers, as well as trainers, coaches, mentors, and assessors.

In our work to support the trucking and logistic industry, we know how crucial it is to have standardized training material. These resources also support other key industry goals:

• Bridging the gap between entry-level training and employment readiness
• Providing the foundation for a nationally consistent approach to occupational level training that directly supports increased productivity and labour mobility
• Increasing skill recognition and attractiveness of the occupation
• Producing better trained and safer drivers

As a strategic goal, THRC continues to support the industry in developing highly skilled, productive, and safe drivers. We invite the industry to use these resources to raise their bar in recruiting, training, and retaining drivers. Enhancing the pathway to developing skilled drivers is essential to ensure we have a pipeline of new drivers to continue to meet our needs not only today but into the future.

The suite of tools can be downloaded for free in French and English through this link.

Craig Faucette is Chief Program Officer of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future. truckinghr.com

“People buy into the leader, then the vision.” — Leadership Expert John Maxwell

Many people believe that if the cause is good enough, people will automatically follow no matter who is leading. But that’s not always how it works — people who take time to get the relationships right are often the ones who inspire us to follow them and their vision.

According to David Irvine — trusted leadership expert and author — the vision is a good start, but you must care about the people involved at least as much as you care about the cause. If you don’t, people will feel used and will eventually shut down, disengage, resist, or quit.

Irvine says it is increasingly clear that if leaders don’t get the relationships right, nothing else matters.

THRC has partnered with David Irvine to deliver a three-part webinar series this fall that is tailored to our sector. The goal of these cost-effective customized sessions is to deliver practical insights and tools that can be used to create a workplace that has greater resilience, clearer purpose, and foster a sense of belonging.

Here is what he says are three essential components for relationships in leadership:

It’s that simple. You can’t fake it. It’s either there or it isn’t. If people know you care, they’ll support you even if you make mistakes. If they know you don’t care, it won’t end well.

You might get compliance as a boss, but it takes a true leader to get commitment. And you won’t get commitment if people don’t genuinely think you care and support them.

Notice your talk ask/tell ratio with people around you. It’s a good sign when you’re spending at least twice the amount of your time listening than you are talking. People will open up and provide input if you demonstrate your willingness to learn from everyone.

Empathic listening will come easier if you sincerely care about the answers to the questions you ask.

When it comes to leadership, ability matters. But inner qualities matter more. To demonstrate your inner qualities, you need to get comfortable with yourself and get past the gimmicks, fads, and flavours of the month and be real with everyone in your organization.

Join the growing list of employers for our Leadership webinar series this Fall. This is a unique, three-part webinar series led by David Irvine. You can bring your team together for three one-hour sessions, plus 30 minutes of Q and A, all for one group participation fee.

Making our industry better starts with all of us being the best leaders we can be. And, because our event is virtual, there is no participation limit. We’re making it even easier to include more of your team: it’s just $39 per additional location.

When you register before September 30 for all three sessions, you also get access to a bonus session, Psychological Safety: The One Thing That Changes Everything.

Find out more and register here.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future.

“The key to building a great culture is to recognize that ordinary people want to do extraordinary things. Your job as a leader is to create an environment that supports this to happen.”

Sean Durfy, Former President and CEO, WestJet

Building a respectful workplace is one of the best things we can do to create a welcoming workplace — one where people feel valued, able to be their true selves, and want to perform.

Valuing respect involves demonstrating it. It is about putting words into action.

So how can we, as leaders, action respect?

According to David Irvine — trusted leadership expert and author — respect must be modelled, especially by those in positions of leadership.

THRC has partnered with David Irvine to deliver a three-part webinar series this fall that is tailored to our sector. The goal of these cost-effective customized sessions is to deliver practical insights and tools that can help us all build better workplaces — and creating a culture of respect is a great place to start.

Irvine tells a story about working with an organization to define their core values. When the process was complete, respect was at the top of the list.

“Now, how are we going to be accountable to ensure that everyone in this organization behaves respectfully?” he asked the leadership team.

At that point all the heads went down and no one made eye contact.

“What about Frank? He’s one of our senior leaders, and we all know he is one of the most disrespectful people in the company,” one executive said.

“What are you going to do about it?” Irvine asked.

“We can’t fire him,” the CEO explained. “As the director of sales, he single-handedly brings in more money than the entire sales team combined.”

“You don’t have to fire him,” Irvine said. “But if you keep him, you need to put a line through the value of respect and replace it with ‘profit.’ Because that is what you show you value. Values are the actions that are supported in an organization.”

After much deliberation, they decided to fire Frank. After that, the entire sales team stepped up and started to create results as they never had before. They finally felt the executive team was actually going to start getting real.

Here are five ways Irvine says you can make respect real on your team:

1. Decide that respect is important enough to make it a priority. Be sure everyone understands what you mean by respect and why it matters in the workplace.
2. Be able to describe what respect means to each person in their roles — with meaningful, practical, behavioural details.
3. Define the expectations of each person regarding respect; explicitly negotiate and agree to behave respectfully to each other.
4. Define a violation process. If anyone knowingly or unknowingly dishonours or violates an agreement, be specific about how it will be dealt with. Help everyone in your organization feel safe to discuss with anyone, at any time, any of the details when they don’t feel respected.
5. Include discussions of personal responsibility so that “disrespect” does not turn into a weapon to prevent the ability to have tough conversations.

Join our growing list of employers for our Leadership webinar series this Fall. This is a unique, three-part webinar series led by David Irvine. You can bring your team together for three one-hour sessions, plus 30 minutes of Q and A, all for one group participation fee.

Making our industry better starts with us all being the best leaders we can be. And, because the event is virtual — there is no participation limit.

When you register before September 30 for all three sessions, you also get access to a bonus session, Psychological Safety: The One Thing That Changes Everything.

Find out more or register here.

Angela Splinter is CEO of Trucking HR Canada, a national, non-profit organization and the trusted source for labour market intelligence and advancing industry-leading HR solutions for our national trucking and logistics workforce. We collaborate, partner, and work with a dynamic national-provincial-territorial network, including industry associations, government, and industry professionals to ensure Canada’s freight transportation network has the skilled workforce required for today and into the future.

We’ve been sharing news recently about the updated National Occupation Standard (NOS) for commercial transport truck operators which was released in the spring. This important work also includes a suite of tools developed to support employers and others with their occupational level training (OLT), commonly referred to as finishing training or onboarding.

The content in the suite of 16 key resources is informed by the NOS — the leading document created by industry for industry. The NOS identifies the competencies that are needed in most workplaces and typically acquired by operators in the first six to 24 months of employment, so the tools support the industry as they train drivers, as well as trainers, coaches, mentors, and assessors.

The resources and tools are designed to bridge the gap between entry-level level training and employment readiness. They help trainers, coaches, mentors, and assessors meet the training needs of their workplace and also help in developing materials to meet the specific needs of the employer, industry, and commodities involved.

The content from the NOS has been divided into two sections: knowledge and practical. One document outlines what a driver needs to know, while the other has what a driver needs to be able to do by the end of an occupational level training program.

The resources also include:

• Guides for designing and reviewing OLT that meet the unique needs of employers in our industry.
• A knowledge exam bank and practical driving assessment in customizable templates for use throughout OLT to assess knowledge and performance.
• Tools to build the capacity of instructors, coaches, and mentors to support driver training.
• Training guides with a standard approach to instructing tractor-trailer inspection, tractor-trailer coupling and uncoupling, tractor-trailer backing, and on-road driving that include tasks required for instructing learners and help for the instructor to identify correct performance and possible errors.
• NOS Supplements with additional occupational competencies needed to successfully operate commercial vehicles on steep inclines or while operating flatbed vehicles.

Developing these tools and making them available is part of Trucking HR Canada’s work to support improved training for all size fleets and drivers on their training journey. A consistent approach will help reduce costs for driver training for all and improve driver recruitment and retention, making our industry more attractive for career seekers across the county.

You can find all the resources as free downloads in English and French here.

Skills and training remain one of THRC’s 5 key strategic goals, supporting our work in ensuring that Canada’s road transportation network has the skilled workforce needed for today and into the future.

This work supports industry in developing highly skilled, productive, and safe drivers.

The work started in 2015 with the development and release of our National Occupational Standard (NOS) for commercial vehicle operators.

Occupational standards serve many practical purposes. Technically, they define the knowledge and skills required and specify what a job incumbent needs to know and do to successfully carry out the functions of a specific job in a typical work environment. They are voluntary and are useful for a host of audiences — including training providers, HR professionals, employers, and governments — as well as others interested in developing training programs, curriculum, skills evaluations, knowledge tests, and more.

Last year, we led a national collaborative effort to update and build on our NOS work – work that has served as the foundation for Mandatory Entry Level Training (MELT) driver training programs across the country. This work’s primary focus was to improve and support occupational level training in the industry.

Occupational level training takes place after licensing and is usually provided by the employer to enhance a new driver’s skills to meet their company’s needs, road, and safety standards.

The current lack of skill recognition for commercial vehicle operators — truck drivers — means that the industry does not have the same access to training funds that other industries with skilled occupations have. While the lack of funding is one factor, the lack of consistency and consensus with driver training is an even bigger one.

As a means of addressing this, THRC worked with a 31-person national Working Group between January 2023 and April 2024 to look at ways of improving occupational level driver training in Canada. This group — which included provincial and national trucking associations, insurance companies, safety organizations, training schools, employers, and other transportation partners — led the charge in updating the NOS, and then identified the resources and tools to support employers and others involved in the development and delivery of occupational level driver training.

The subsequent development and design of 16 key resources support the industry in ensuring our drivers have the competencies they need to be successful, skilled, and safe.

Additionally, these resources support other key industry goals of:

1. Bridging the gap between entry-level training and employment readiness
2. Providing the foundation for a nationally consistent approach to occupational level training that directly supports increased productivity and labour mobility
3. Increasing skill recognition and attractiveness of the occupation
4. Producing better trained and safer drivers

And, by financially supporting this work, the Government of Canada is doing its part to help the industry move forward. Continued support will depend on how we leverage and use these government investments.

And the industry at large can leverage these resources to raise the bar in driver recruitment and retention. With our most recent labour market information (LMI) forecasting a need that could exceed 40,000 drivers between now and 2030 – this remains a crucial business imperative. Which means that increasing the attractiveness of the occupation should be too.

This suite of free, downloadable tools is available in French and English, and can be accessed through this link.

And I encourage you to read this article by our Chief Program Officer, Craig Faucette as he provides more details on how these resources and tools can be used to support the industry in raising the bar in driver training.