From reviews to results: A guide to performance management

Introduction

Managing performance within the trucking industry comes with its own set of challenges. Fluctuating schedules, dispersed workforces, the demands of safety and compliance, delivery expectations, and more can make it difficult to assess and support employee performance. Performance management is an important leadership responsibility that must be consistent, fair, and inclusive. Employees may perform their roles with different tools, schedules, or supports, but expectations around outcomes, safety, and accountability remain clear and objective.

A strong, repeatable performance management process helps managers stay proactive rather than reactive. When done well, performance management builds trust, drives accountability, and supports long-term retention. Whether you’re leading drivers, dispatchers, mechanics, or office staff, this guide will help you create a consistent and equitable approach to setting expectations, providing feedback, and developing potential across your company while ensuring employees have what they need to succeed.

Purpose of this guide

This guide is designed to support trucking employers of all sizes, including small fleet operations where managers take on HR responsibilities alongside their operational roles.

In this guide, you will find:

• Strategies to set clear expectations through job descriptions, KPIs, and measurable outcomes
• Tools to conduct regular check-ins that build accountability and engagement
• An overview of how to run effective, constructive performance appraisals
• Practical steps to address underperformance with fairness and consistency.
• Practical performance management approaches that can be applied with or without formal HR systems.
• Approaches to link performance management with long-term career development

Setting clear expectations

Setting clear expectations is the foundation of effective performance management. Unclear expectations, on the other hand, often lead to confusion, inconsistent performance, and frustration on both sides. When employees know what success looks like, and how it will be measured, they’re more confident and accountable. For managers, clarity helps remove guesswork and provides a consistent basis for coaching, feedback, and evaluation.

Job descriptions

Accurate, up-to-date job descriptions are the starting point of performance management. They define the responsibilities and requirements for every role, helping both employees and managers to align on what’s expected. When developing or reviewing job descriptions, remember to focus on essential duties and outcomes, not on how tasks are performed. Review non-essential requirements (such as speed of work, physical methods, or preferred work styles) to ensure they do not unintentionally exclude capable employees or create unnecessary barriers to performance.

A well-written job description:

• Clarifies primary duties and responsibilities
• Identifies required skills, knowledge, and competencies
• Outlines job-specific requirements
• Serves as a reference point during reviews, training, or promotions

KPIs

KPIs are quantifiable measures that help track performance against objectives. They do not need to be complex, or technology driven, especially in smaller operations. Even one or two clearly defined measures can provide meaningful direction and accountability. Implementing KPIs helps both the manager and the employee define what’s most important in the job and understand clearly if performance expectations are being met. KPIs should be realistic and role-specific, and aligned with company priorities such as safety, customer satisfaction, and/or efficiency. Effective KPIs measure what needs to be achieved, not how the work is done. This ensures performance standards remain fair and defensible, and aligned with business outcomes. In small fleets, KPIs can be tracked through regular conversations, simple logs, or existing operational data, formal systems are not required.

Tips for establishing effective KPIs:

• Link KPIs directly to organizational goals (e.g., safety, customer service, cost efficiency).
• Choose a mix of quantitative (numerical) and qualitative (behavioural) measures.
• Keep these measures simple, measurable, and relevant.
• Emphasize results, safety, quality, and reliability over speed or style.
• Ensure KPIs reflect factors within the employee’s control.
• Where accommodations are approved, confirm that performance measures align with those adjusted expectations.
• Avoid subjective descriptors (e.g., initiative, attitude, flexibility) unless clearly defined with observable behaviours.
• Review KPIs quarterly to ensure they still make sense.

Sample KPIs

Position	KPI	Measure/target
Driver	On-time delivery Safety adherence Fuel efficiency	95% or more of deliveries completed within scheduled delivery window Zero preventable accidents or safety violations per quarter Maintain average fuel economy above company baseline — e.g., 7.5 mpg (miles per gallon) or better
Dispatch	Scheduling efficiency Load optimization Response times	95% of loads dispatched within one hour of assignment Maintain fleet utilization at, or above, 90% capacity Respond to driver calls/messages within 10 minutes during active shifts
Maintenance	Fleet availability Repair turnaround time Cost efficiency	Keep 98% of equipment operational and road-ready Average repair completed within 48 hours of report Maintain average repair cost per vehicle under budgeted threshold

Regular check-ins

Regular check-ins keep performance management continuous and collaborative, moving discussions from reactive, once-a-year conversations to proactive, ongoing feedback. They allow managers and employees to stay aligned on expectations, priorities, and performance while responding in real time to operational demands, changing needs, or evolving schedules. For small fleets, check-ins are often informal by necessity and that’s okay. What matters is consistency, clarity, and follow through.

Regular check-ins help to:

• Promote real-time feedback: Address issues and successes as they happen.
• Reinforce priorities: Consistently align employees with goals, workloads, and safety standards.
• Encourage development: Give team members an opportunity to discuss growth and learning needs, and what support may help strengthen their performance.
• Enhance engagement: Regularly show employees their work is valued, noticed, and supported.

Check-ins don’t have to be overly formal, but they should be consistent: weekly, biweekly, monthly, or other. Consider covering the following four key areas during a check-in:

1. Day-to-day duties

Use the time to confirm that the employee understands what they need to do their job safely and efficiently, and ensure both sides stay aligned on workload, expectations, and real-time operational challenges.

Ask:

• How are your routes or assignments going this week?
• Are there any issues with equipment, scheduling, or communication?
• Are there delays, breakdowns, or safety concerns that need attention?

2. Learning and development

Even experienced employees benefit from ongoing coaching. Use check-ins to reinforce previous learning and identify development opportunities. This approach focuses on continuous development by identifying skills gaps early and identifying areas for training investment.

Ask:

• What was a decision you made or a lesson you learned this week?
• Is there an area where you’d like more training or support?
• Are your current tools, schedules, and supports working as intended?
• Are there procedures or tools that could make your work easier or safer?
• What is something that has gone well that we should recognize?

3. Reinforcement and recognition

Consider acknowledging good work and reinforcing expectations in every meeting. Recognition of good work — such as safe driving, accurate logs, or demonstrated teamwork — goes a long way toward retention and morale.

Focus on:

• Reviewing safety or performance metrics
• Recognizing consistency or improvement since the last check-in
• Linking performance to company values

4. Wellness check-ins

Including wellness questions in your conversation can help managers identify when workload, stress, or external factors may affect performance before issues escalate. Wellness check-ins are a chance to show genuine care and ensure employees have what they need to stay healthy, safe, and engaged at work.

Here are five questions managers can use to gauge employee well-being:

1. Do you have the tools and resources you need to effectively perform all of your tasks?
2. Are there any roadblocks or challenges you consistently come up against that prevent you from performing at your best?
3. How are you balancing your work and life obligations?
4. Are you receiving adequate support from team members?
5. How can I better support you?

Wellness conversations are not about lowering standards; they’re about identifying barriers early so performance expectations can be met consistently.

Formal performance appraisals

While regular performance check-ins provide continuous feedback, formal performance appraisals create an opportunity to step back and assess overall progress. They help ensure each employee’s performance, development, and goals are clearly documented and aligned with company standards. Formal performance appraisals don’t have to mean lengthy forms or complex systems, especially in smaller companies. A documented conversation using consistent criteria can be enough.

Gone are the days when performance reviews were annual and paperwork exercises focused only on pay decisions. Modern programs are designed to be forward-looking, developmental, and supportive, helping employees see how their work connects to the company’s success.

Transparency and consistency in performance reviews

Performance appraisal processes should clearly explain how KPIs and any approved accommodations are considered in evaluation decisions. Transparency builds trust and reduces perceptions of bias.

A well-structured appraisal process includes the following:

• Frequent touchpoints: Consider implementing quarterly or midyear formalized discussions instead of once a year.
• Schedule reviews in advance: Provide notice so that employees have an appropriate amount of time to prepare.
• SMART goals: Include Specific, Measurable, Achievable, Relevant, and Time-bound objectives that are clear and achievable. Ensure performance criteria are clearly defined and documented.
• Two-way conversations: Make the discussion collaborative by asking employees to reflect on accomplishments, challenges, and what support they need.
• Simple processes: Keep forms and processes straightforward so managers and employees can focus on the discussion, not the paperwork. If you don’t have formal appraisal tools, document the conversation with a short summary: performance highlights, areas to improve, and next steps. Consistency matters more than format.
• Development discussions: Balance performance evaluation with career growth and future learning opportunities.

• Manager training: Ensure leaders know how to set goals, give constructive feedback, and use the appraisal tools effectively.
• Outcomes and behaviours: Focus on the employee’s performance. Do not make assumptions about their effort or intent.
• Performance gaps: Where performance gaps exist, explore the root causes before concluding that the employee lacks capability.

Ultimately, when done well, the performance appraisal process can help to:

• Create a record of performance, goals, and accomplishments
• Ensure employee objectives remain meaningful and relevant
• Identify potential performance concerns before they impact operations
• Drive ownership through shared accountability
• Identify training needs that feed directly into IDPs
• Give managers insight into their own management and support practices
• Offer objective data to guide promotions, pay adjustments, and recognition

Addressing underperformance

Performance challenges are an inevitable reality in any company. How they are managed will directly impact whether someone’s performance improves or if a difficult decision about their employment needs to be made. Addressing underperformance shouldn’t be punitive; rather, it should be about providing clarity through defined expectation setting.

The goal is to identify the issue early, communicate it clearly, and work with the employee to make measurable improvements.

Providing effective feedback

Employees can improve only when they understand what’s expected and how their current performance compares to those expectations. Feedback should be frequent, balanced, and focused on behaviours — not personalities. When performance concerns arise, confirm first whether expectations were clear, supports were in place, and any approved accommodations were functioning as intended.

A good goal is to provide meaningful feedback at least once every week, whether positive or corrective. Employees want to know how they’re doing; silence can be misinterpreted as approval or disinterest.

Feedback formula

Behaviour + Example + Impact + Expectation = Actionable Feedback

This formula helps keep conversations clear, fair, and constructive:

• Behaviour: Describe the behaviour.
• Example: Provide a specific situation or instance where the behaviour occurred.
• Impact: Explain the effect it had on safety, service, efficiency, or the team.
• Expectation: Describe what the person should do differently or continue doing going forward.

When employees understand what happened, why it matters, and what to do differently, feedback becomes actionable — not personal. Following these guidelines can be helpful:

• Be timely: Address both good and poor performance soon after it occurs.
• Be specific: Avoid vague phrases like “You need to improve.” Instead, describe exactly what needs to change and why.
• Listen actively: Ask for the employee’s perspective. They may be facing barriers you aren’t aware of.
• Follow through: Revisit previous discussions to acknowledge progress or re-establish goals.
• Show care: Deliver feedback respectfully. Your tone and approach can determine whether the employee feels supported or discouraged.

Progressive discipline

When feedback and coaching do not lead to improvement, progressive discipline provides a structured, fair process to address ongoing performance or behaviour concerns. In many companies, the progressive discipline process is clearly articulated within a policy or a collective agreement.

Where an employee has an accommodation or has disclosed a disability-related need, performance concerns should prompt a review of whether existing supports remain appropriate. Progressive discipline should proceed only once expectations, supports, and timelines have been clearly reaffirmed.

Typical steps include the following:

1. Verbal warning: Clearly identify the issue, expectations, and timeline for improvement.
2. Written warning: Document the concern, prior discussions, and next steps if the issue continues.
3. Final warning or suspension: Use if improvement isn’t sustained or issues repeat.
4. Termination (if necessary): Use only after prior interventions have been documented and exhausted.

In some cases, the situation requires skipping a step. Managers should partner with HR, where available, or seek external HR guidance to determine the best approach. Ultimately, the intent of the progressive discipline process is correction, not punishment. To be effective, everyone must truly be committed to setting the employee up for success.

Management commitment requirements

Lead with fairness and objectivity

Managers must ensure decisions are based on facts, not assumptions. Assuming positive intention will set everyone up for the right tone and course of action. Before labelling performance as a problem, confirm that the employee had the following:

• Clear expectations and adequate training
• Access to the tools, time, and support needed to succeed
• An understanding of the impact of their performance on others

By validating these factors first, managers ensure feedback is fair and rooted in context, not emotion.

Document interactions

Thorough documentation improves transparency and accountability. It not only protects the company but also shows the employee that the process is structured and taken seriously.

Documentation tips include:

• Summarize key points after every meeting in writing.
• Track progress at defined intervals.
• Keep HR informed of updates or ongoing challenges.
• Ensure documentation and forms are accessible and available in alternate formats as required.

Commit to consistent coaching

Taking a coach first, discipline second approach to performance management is often the easiest way to gain buy-in and see improvement from underperforming team members. Managers are responsible for helping employees, and that takes time and intention.

• Schedule regular follow-ups to check progress.
• Offer additional resources, mentoring, or training where appropriate.
• Revisit whether accommodations are working as intended.
• Adjust supports when performance gaps persist despite effort.
• Recognize small improvements along the way to reinforce effort.

Partner with HR or external supports

HR can play a role in supporting both the manager and the employee. Often, HR can support with an objective perspective, removing emotion and focusing on performance. If available, early collaboration can result in a better outcome and can help with proper documentation, and policy compliance.

If you are a smaller fleet without in-house HR expertise, consider using external resources like THRC for guidance, templates, and best practices to support fair and compliant performance management.

• Consult HR as soon as issues persist beyond initial feedback or coaching.
• Consult HR on accommodation-related performance concerns early.
• Seek HR’s input on language for written warnings or documentation.
• Seek guidance on legal obligations related to disability and substance-use disorders.
• Engage HR to help identify training, accommodations, or other supports.

Model accountability and care

Managers can look for opportunities to model the same accountability they expect from their team. That can mean acknowledging when support could have been stronger or when expectations may have been unclear. Remember, underperformance often has underlying causes such as stress, workload imbalance, or personal challenges. Leading with empathy encourages openness and sets the foundation for mutual respect. Inclusion in performance management means holding everyone to clear standards while ensuring the path to success is accessible.