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Trucking industry leaders and veterans discussed how carriers can connect with the next generation of drivers and office workers. (Mindy Long for Transport Topics)

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PHOENIX — Young professionals joining the trucking industry are reshaping their workplaces by advocating for flexible working environments, prioritizing mental health and acting on their vision of success.

“We need to be standing up for what we want to see happening in the industry,” said Jason Douglass, vice president of operations and recruiting for truckload carrier James H. Clark and Son Inc.

Douglass, along with Samantha Bodnar, president of trucking and logistics firm D.M. Bowman Inc., and Ryan Whelan, fleet sales representative for Volvo Trucks Canada, spoke at a session on younger generations in trucking during the Truckload Carriers Association’s 2025 annual meeting, held March 15-18. The three recently gradu­ated from the .

As older workers retire and a new generation enters the workforce, employers have to do more to attract and retain them.

Volvo’s Whelan said creating a workplace that resonates with younger workers can give companies a competitive advantage.

“The reality is that almost 30% of the workforce is Generation Z,” he said. “I think the new generation treats their job as more than a paycheck. It is about the experience and the culture, and that is what generates the loyalty in the end.”

D.M. Bowman’s Bodnar said demographics are shifting even among top leadership positions.

“Our C-team age, on average, has decreased by 15 years,” she said.

Finding employees who are the right fit also can boost retention.

“You want to enjoy going to work every day,” Bodnar said.

D.M. Bowman uses interviews and even second rounds of interviews to ensure everyone is on board with certain new hires.

“Hire with intent,” said Douglass of James H. Clark and Son. “Make sure you’re asking the right questions and that you’re the right fit for them and vice versa. Otherwise, you’re wasting resources and time.”

Much the same as office staff, today’s professional drivers are increasingly seeking a flexible, supportive and collaborative working environment.

Douglass said older drivers often experienced a workplace that operated more like a dictatorship, but that approach won’t work with the next generation of employees.

“Now employees want to be heard and have their feelings validated,” he added.

The desire for flexibility and support extends to time off, especially in the first year of employment. “That shouldn’t just be something office staff has,” Douglass said. “Drivers have wedding plans. They travel. They have kids. There are so many concessions you can make to make it worth it.”

Those concessions can include unique time-off requests.

“I have a driver who wants to take a month off once a year to deer hunt,” Douglass said. “Everybody has different things that make them tick.”

Supporting drivers’ individual needs can reduce turnover, which remains a challenge for many carriers.

“It seems the more flexible you are, the more loyalty you’re going to create,” said Brad Klepper, president of trucking law firm Driver’s Legal Plan and the session moderator.

Bodnar agreed.

“If you’re not willing to do that, someone else will, and they’re going to get your drivers,” she said.

Flexible vacation policies, especially for dependable workers, can save money in the long run. Douglass pointed out that it costs $7,000 to hire a new driver.

Mental health is another growing priority for younger workers, and emotional support can be especially important for drivers.

“Our drivers are so isolated in the trucks. Whether it is going through a divorce, a kid that is sick or other things, they need someone to talk to,” Douglass said, adding that there shouldn’t be a stigma surrounding mental health. “Therapy saved my life, and I offer that to drivers.”

D.M. Bowman offers a similar program through a driver-­retention company.

“They’re reaching out to our driver during their first six months. If they notice anything, they pass it along to us. If issues come up, they can communicate them to us,” Bodnar said.

Younger workers are often eager to learn, and structured programs can improve engagement.

“There is so much we can learn from each other,” Whelan said.

Volvo Trucks Canada has a formal mentorship program.

“Younger employees can spend time with each department to really get an understanding of each department and meet people along the way,” Whelan said. “The more experienced workers have to be willing to teach, and the younger generation has to be ready to learn.”

D.M. Bowman has imple­mented a management training program to develop workers.

“We have people from every department, and they create that network,” Bodnar said. “It is a way to make sure more people in the company have that institutional knowledge.”

As veteran drivers retire, they will take years of experience and knowledge with them. Douglass has talked with others in the industry who plan to keep retirees on call to answer new drivers’ questions.

“It is an excellent idea to show loyalty back to your guys who have been with you forever,” he said. “Every carrier here, I guarantee you, has a driver with years of experience who is chomping at the bit to be a mentor.”

While establishing a positive work culture can aid retention, one of the top challenges is expanding the pool of workers interested in trucking.

Raising awareness of trucking as a career, especially among young professionals, is essential.

“Unless you’re born into it, it isn’t always a landing place for college graduates,” Whelan said.

Bodnar was born into the industry — her grandfather ­started in transportation 66 years ago — but still had no intentions of joining it.

“It didn’t seem that interesting to me,” she said, explaining that she was “voluntold” to enter the family business.

However, being part of it has invigorated her.

“There isn’t any other industry where you have the camaraderie,” she said. “Anything else after this would be boring.”

Whelan encouraged others to use their platforms to build positive perceptions of trucking.

“There is ample opportunity to learn and grow,” he said. “It is ever-­changing.”