Millennials Driving Trucking Forward as the New Fleet Managers

Fleet managers are recruiting millennials to drive the trucking industry forward to the future.

According to the Pew Research Center, the current generation ages 18-34 now number just over 75.4 million, making them America’s largest generation and possibly the least understood of any generation to date. Millennials are sometimes considered entitled or lazy and not willing to stay with a job for more than a year. However, research tells a different story and has proven that those perceptions are not accurate. Truth is, millennials want to make a difference in what they are doing, and if they are provided that opportunity, they will be more loyal and engaged than generations before them. Simply put, the millennial generation requires purpose. Fortunately, fleet managers across the country are realizing that in order to attract this generation of millennials, they need to look at the big picture by provide flexibility, ownership and opportunity for growth. In return, they are seeing not only the success of that employee, but success and progress for the company.

Brian McMahon, 28, is a lot like others in his generation. He graduated from college and immediately started an internship. His thought at the time was: Build a resume, learn something new, gain some exposure, and leave after about a year.

Fortunately for the trucking industry, this millennial did not leave after a year. Instead, he was hired full time after a year as an intern, and now serves at the company’s financial analyst where he is motivated by a rich source of data analytics and a desire to learn all he can about his industry and how to make it better. He sees himself and the work he does in a larger context. He is driven by the idea that he can actually help make an impact not only on his own company and industry, but the economy overall.

A millennial’s misperception of the trucking industry could very well be as inaccurate as the industry’s misperception of the millennial’s motivations. So, steps are being taken in both directions to develop and deliver the entrepreneurial qualities that so many in this younger generation crave. Fleet managers are taking note of the innovative technology that exists to help them attract and retain people like Brian McMahon.

Millennials are driven by technology. It is practically in their DNA. They are easy to embrace it and have a strong desire to learn as much about it as it relates to their job as well as their lives. The purpose that they are insisting on keeps them always learning and moving forward, which is why they require leadership that aligns with this thinking. They tend to be effective communicators, place an emphasis on emotional intelligence and are quickly making it known that company culture is, in essence, the most important aspect to their job choices. They are making it very apparent that culture is no longer beers in the office on Friday or even free acupuncture or massage. This Generation considers a rich culture to stand for purpose as a driving factor for the company. Do these companies support a bigger picture cause?

The 2017 Deloitte Millennial Survey found that millennials tend to feel a relatively high sense of accountability when it comes to “big issues” like protecting the environment and fighting social inequality. (For example, 59% of millennials feel accountable for protecting the environment, but only 38% believe they have a significant level of influence on the issue.) Thus “it is primarily in and via the workplace that they feel most impactful.”

This millennial generation is also hungry for coaching and mentoring. They look to leadership for more than instruction, but real guidance and connection. They are looking for a connection within the company operations but also within the values of the company. It is important for companies to understand that employees are looking to take ownership in all facets of the job from the job responsibilities to the cultural beliefs. They want to grow and make an impact and they want to make personal connections while doing so.

In an interview with Fleetowner.com, Jeff Fromm, a partner at Barkely Marketing and Ad agency and an expert on millennial trends suggests that there are three things most likely to keep millennials on the job.

• Feedback should be frequent, with at least quarterly check-ins.
• Communication should be transparent and frequent as well.
• Opportunities for promotion should be common – for instance, creating more opportunities for advancement rather than making employees wait three years at a shot.

The trucking industry is trying to keep up with these demands by developing and utilizing software and hardware that creates an impact for the business as well as the bigger picture industry and economy. Fueling technology and enhanced fleet payment solutions, along with mobile solutions and web tools are good examples of how the industry is looking forward with an entrepreneurial spirit. Realizing the impact a company can make on a bigger picture economy is a good start in attracting millennials to your business. Brian McMahon is a perfect example of how to leverage such a qualified generation to grow your business as well as drive it forward to make a real difference. Brian was able to identify the following:

“The more savings that we can identify in transportation, the greater the chance we can drive down costs for a consumer buying a gallon of milk, for example. In that context, there aren’t a lot of my peers who can honestly say they have that kind of impact on millions of people.

All of this is to say that the industry is evolving and fleet managers across the nation can be confident in looking to this advice while managing and recruiting future trucking industry change makers.

Resources:

http://www.fleetowner.com/fleet-management/what-Millennials-want-attracting-today-s-generation-trucking

http://ethicalleadership.nd.edu/news/attract-emerging-leaders-with-purpose-not-perks/

http://www.pewresearch.org/fact-tank/2016/04/25/millennials-overtake-baby-boomers/