Werner Enterprises bets on 400 career paths
The US carrier offers over 400 driving roles and mentorship to cut turnover in the first 90 days
Ben Pile, the carrier’s Senior Director of Driver Recruiting, outlined the strategy during a recent appearance on Brake Check, emphasising that trucking should provide not just a job, but a long-term future.
The trucking industry has long struggled with driver retention, with many carriers losing talent within the first three months. Pile, who has spent 23 years in driver recruiting, attributes this to two critical failures: outdated equipment and a lack of respect. “Most of it is equipment and not being treated with respect,” he said. “That’s what I hear the most.”
Werner’s response is rooted in tangible investments. “Our tractor age is two and a half years. Not a lot of carriers can say that,” Pile noted. “If you don’t have a good, safe piece of equipment, then you’re not rolling down the road making the money that you deserve,” he added.
The company offers over 400 driving opportunities, spanning multiple regions, local routes, dedicated lanes, and team driving. But the options don’t end there. Drivers can transition into leadership roles, such as mentoring new recruits, becoming Road Team Captains, or joining the Operation Freedom programme, which Pile, himself a Marine Corps veteran, holds close to his heart.
Retention starts with trust, and ends with opportunity: Werner
Recruiting drivers is only the first step. The real challenge lies in keeping them. Werner’s retention strategy centres on the first 90 days, a period Pile describes as make-or-break. “It’s coaching all the time,” Pile said. “It’s following up with them more often than you probably will with an experienced driver.". This mentorship ethos extends beyond training.
Trust is the linchpin of Werner’s approach. The company rigorously monitors recruiters’ promises to ensure they align with operational reality. “We are constantly monitoring driver profiles that the recruiters are selling, pay structures, things like that,” Pile explained.
“The last thing I want is recruiters selling something that isn’t reality.” This diligence builds credibility, as drivers join knowing Werner will deliver on its commitments. “They’re trusting us, coming on board, knowing that we have the opportunity that we described for them, being honest with them about the home time, the pay, the equipment, and the opportunities that we have here,” he said.
For drivers who find their initial role isn’t the right fit, Werner’s internal career centre steps in. “Maybe I came here with my expectation being X and Y, and now it’s A and B,” Pile said. “Let’s figure it out. Let’s see what other opportunities are available if this isn’t a good fit.
I’d hate for you to leave because of this kind of circumstance.” This flexibility is rare in an industry where drivers often feel trapped in rigid structures. “That is a group of folks that is dedicated strictly to filling drivers’ needs internally,” Pile added, describing the career centre’s role in facilitating transitions between fleets or roles.
Two-way communication is another cornerstone of Werner’s retention strategy. “We want the feedback, reaching out to them, having calls, just checking in,” Pile said. “How’s it going? Tell me about your account. What’s good? What’s bad? I think getting that real feedback from the drivers firsthand is vital in your organisation.” This approach not only addresses immediate concerns but also fosters a culture of transparency.
“Actions speak louder than words when it comes to that,” he noted. “You’re not going to have every answer, of course, but as long as you’re explaining the why and the reasoning behind it, I think a lot of people will understand that.”
The financial stakes of retention are substantial. Driver acquisition costs range from $7,000 to $15,000 per hire, depending on the carrier. “I just think there’s so much pay and so many different opportunities that it can be ridiculous to leave a carrier just to go across the street and start over again,” Pile said. “Stay at a carrier. Get stability with them. Grow your career path and build on what you’ve done.” For Werner, this philosophy isn’t just about reducing turnover, it’s about redefining what a career in trucking can look like.
What this means for the future of trucking
Werner’s model challenges the industry’s traditional view of drivers as interchangeable assets. By treating them as long-term investments, the carrier is setting a new standard for retention and career development. The emphasis on modern equipment, mentorship, and internal mobility reflects a broader shift toward valuing drivers as professionals rather than mere operators.
For drivers considering a career in trucking, Werner’s approach offers a compelling alternative to the industry’s often transactional nature. The company’s 400-plus opportunities mean that a driver’s first role doesn’t have to be their last. Whether transitioning to a local fleet within 30 to 90 days or moving into a leadership position, the path forward is clear, and supported by a carrier that prioritises both trust and transparency.
As the trucking industry grapples with persistent driver shortages, Werner’s strategy underscores a critical truth: retention begins with respect, and respect begins with listening. “Two-way communication is the only real defense against turnover,” Pile said. For an industry built on movement, that might be the most important mile marker of all.
Sign up free to ask CAMAL AI for a summary, the key points or anything else about this story.
Related stories
CAMAL AI
Financial Ports Newsletter
The maritime economy, every morning
Ports, shipping and freight markets in one short email. Free.
