The workforce is evolving, and trucking needs to keep up. With the average trucker age hovering around 45, according to the Bureau of Labor Statistics, it’s clear that younger generations aren’t entering the industry at the rate needed to sustain it. Gen Z—those born between the late 1990s and early 2010s—now makes up nearly 30% of the workforce, bringing fresh expectations and priorities to the table. To attract and retain them, trucking companies must go beyond just offering competitive salaries.
At the Truckload Carriers Association’s annual meeting in Phoenix, a panel of young industry leaders tackled this issue head-on, offering insights on what makes Gen Z tick and how companies can better appeal to this new wave of workers. Commercial Carrier Journal covered the discussion, highlighting key takeaways that can help trucking adapt to the future.
Breaking Industry Stereotypes
Samantha Bodnar, president of D.M. Bowman Inc. and executive officer at The Bowman Group, admitted that despite her family’s deep roots in trucking, she initially wasn’t drawn to the industry. But after giving it a shot, she found it more exciting than expected. “Anything else after this would be boring,” she said, reflecting on how trucking’s dynamic nature changed her perspective.
Jason Douglass, Vice President of Operations & Recruiting at James H. Clark and Son, believes the industry struggles to communicate its value to younger generations. “Drivers can make $100,000 a year,” he pointed out. As a former driver himself, he understands how life-changing that earning potential can be. Yet, many young people don’t see trucking as a viable path, largely due to outdated perceptions.
However, Gen Z isn’t solely motivated by money. Ryan Whelan, Fleet Sales Representative at Volvo Trucks Canada, emphasized, “The new generation doesn’t see their job as just a paycheck.”
What Matters More Than a Big Salary
For Gen Z, work-life balance and a positive workplace culture often outrank high earnings. Douglass put it plainly: “We’re looking for a culture of respect and a home-life balance. Employees want to be heard, and they want to be validated.” He added, “We saw our parents get laid off from jobs, so we don’t feel that loyalty back. We want to work our asses off, get respected for the work we do, and we want time at home.”
This shift in priorities means that trucking companies relying on old-school management styles will struggle to retain young talent. Instead, businesses need to foster an environment where workers feel valued, respected, and supported.
Expanding Awareness Beyond the Driver’s Seat
One major barrier preventing more Gen Z workers from considering trucking is the misconception that the industry only offers driving jobs. Whelan pointed out that many university graduates overlook trucking because they don’t realize how many different career paths exist within it.
To change that perception, trucking companies must actively promote the industry’s diverse opportunities. Engaging with schools, leveraging social media, and sharing real-life success stories can all help reposition trucking as a dynamic and rewarding career field.
Culture-Focused Hiring Pays Off
In recent years, the leadership team’s average age has dropped by more than a decade at D.M. Bowman Inc. Bodnar explained that this wasn’t a calculated strategy but rather a natural result of hiring employees who fit the company’s culture.
“If we hire someone that has the culture we want, they just enjoy work more,” she said. Though this approach may take longer, it leads to a stronger, more engaged workforce. “You want to enjoy going to work every day.”
Douglass echoed this sentiment, urging companies to be intentional about hiring. “If somebody is not a right fit for your company, move on to the next applicant.” He believes the so-called “driver shortage” stems from mismatches between drivers and employers. “The driver shortage is because the wrong drivers are with the wrong company.”
Bridging the Generational Gap Through Mentorship
Older truckers take decades of knowledge and experience with them as they retire. Douglass believes mentorship is the key to keeping that wisdom in the industry. “Every carrier has at least one driver who is just chomping at the bit to be a mentor,” he said.
Structured mentorship programs don’t just help preserve industry knowledge; they also create a sense of support for younger employees, making their transition into trucking smoother.
Source: Commercial Carrier Journal
Image Source: (Commercial Carrier Journal) Brad Klepper, President, Driver’s Legal Plan; Samantha Bodnar, President, D.M. Bowman Inc. and Executive Officer, The Bowman Group; Jason Douglass, Vice President, Operations & Recruiting, James H. Clark and Son; and Ryan Whelan, Fleet Sales Representative, Volvo Trucks Canada
