Elevating HR in Trucking: How Canada’s Top Fleets Are Building Stronger, Smarter, and More Inclusive Workplaces

By Rich Cowan, Staff Writer

As Canada’s trucking and logistics industry continually evolves, many fleets are redefining how to attract, retain, and empower their people. In a challenging industry such as this, one thing remains clear: people are the true driving force behind every successful fleet. During a recent Trucking HR Canada webinar, moderated by Trucking HR Canada’s Angela Splinter, industry experts and employers shared what’s driving success today – from innovative Human Resources (HR) practices to developing and maintaining workplace cultures that can thrive.

The conversation was driven by insights from Jen Knight, Director of Talent Acquisition at Canada Cartage, Jason Libralesso, Director of Transportation at Home Hardware, and Ameer Bourhani, HR Business Partner at Ryder. These leaders explored how the Top Fleet Employer Program helps fleets achieve success in the areas of leadership, retention, and employee engagement by embracing innovation, prioritizing employee recognition, and nurturing an inclusive, people-centred culture in the workplace.

Why the Top Fleet Employer Program Matters

Trucking HR Canada is a national, not-for-profit organization supporting the trucking and logistics workforce through a variety of programs. With a mission to strengthening HR practices across the country, the organization offers such benefits as labour market insights (LMI), HR toolkits, and compliance guides. The Top Fleet Employer Program is an important element of the organization, as it brings attention to and rewards companies that separate themselves from the rest of the pack.

Mike Millian, President of the Private Motor Truck Council of Canada (PMTC), opened the session by highlighting the close partnership between the PMTC and Trucking HR Canada. He commented that the members of the panel were important voices throughout the industry, stating, “Home Hardware has been part of the program for all 12 years, Ryder for 11, and Canada Cartage for 10. We’re well represented here today.”

Millian observed that some have asked whether being one of the 108 recognized fleets is considered to be a special distinction, due to the high number. He responded to this by arguing, “This isn’t simply an exclusive club limited to only 20 companies. It’s an exclusive club we want to see grow. These are the fleets doing things right – and they deserve recognition. With tens of thousands of fleets across Canada, being on that list remains a distinction that sets companies apart.”

Strong HR Foundations of Private Fleets

While for-hire and private fleets have similar operational challenges, Millian pointed out that private fleets often experience lower turnover and a higher degree of employee satisfaction.

• Turnover rates: Private fleets average around 13 per cent, compared to up to 90 per cent in some long-haul companies.
• Compensation and benefits: Private fleets typically pay employees on an hourly rate, offer pensions, and provide consistent home time.
• Recruitment challenge: It’s no longer just about finding drivers – it’s about finding quality drivers.

“Private fleets may still have fewer issues with recruitment,” said Millian, “but obtaining quality drivers remains the top challenge for 74 per cent of the companies surveyed.”

Valuing Your People

All the panelists agreed that when it comes to retaining great people in your organization, it isn’t just about big initiatives, it’s about everyday experiences.

Jen Knight mentioned that “Retention is about being seen, feeling informed, and feeling valued. It’s clear, consistent communication and recognition that make the biggest difference.”

Ameer Bourhani talked about how, for Ryder, retention is rooted in four pillars:

1. Onboarding,
2. Feedback,
3. Connection,
4. Development.

“We make sure drivers feel welcomed and supported from day one,” said Bourhani. “Regular check-ins go beyond work – they’re about life. We want people to feel part of a family.”

He noted that Ryder’s Driver Council also gives employees a voice in shaping workplace policies, which can be a powerful retention tool.

Jason Libralesso added that strong mentorship, reliable equipment, and open roundtable discussions all contribute to a culture of trust and engagement. “Our work isn’t for everyone,” he explained. “We’re transparent from the start about the job’s requirements and benefits. The right fit begins with honest expectations.” Angela Splinter summarized the panel’s statements well:

• Communication: Open and transparent dialogue between management and drivers.
• Connection: Genuine care – asking employees how they’re doing and making them feel part of the team.
• Culture: Consistently practicing people-first values, not just preaching them.

“It’s about empathy, and building the culture every day – not just during onboarding or at review time,” said Splinter.

Embracing the Ongoing Evolution of the Workforce

Jen Knight opened the discussion by acknowledging that today’s trucking workforce is “absolutely evolving quickly, driven by technology, demographics, and the arrival of newcomers to the industry. At Canada Cartage, the approach has been to adapt with empathy and foresight.”

She continued, “We’re embracing innovation while investing in our people. That means training and upskilling employees, so they feel confident using the technology presented to them. Businesses need to ensure that their drivers receive comprehensive hands-on training to build comfort and confidence. It’s not just about implementing technology; it’s about ensuring that everyone, regardless of age or background, can thrive in the modern workplace. When technology is seen as a tool to make life easier, rather than an obstacle, engagement and productivity will naturally grow.”

The Importance of Communication, Flexibility, and Recognition

Asked to share some retention lessons, Knight pointed to the value of both communication and flexibility. “Say what you’re going to do, and do what you say,” she advised, stressing the importance of transparency and celebrating the successes of drivers, dispatchers, and others within the company.

Home Hardware’s Jason Libralesso agreed with that idea, emphasizing recognition and feedback as significant motivators, stating, “For drivers who may spend days away from the terminal, feeling connected with the company matters deeply.” He continued, “Drivers need that connection. We might only see some of them once or twice a year, so things like annual safety banquets and driver roundtables go a long way. But most importantly, we listen. They’re the ones on the road – they often have the best ideas.”

Meanwhile, Ryder’s Ameer Bourhani pointed to onboarding and consistency as primary foundations of long-term employee retention. “Strong onboarding remains essential,” he said. “Then it’s about consistent touchpoints – recognition, town halls, and genuine check-ins. Communication doesn’t have to be complex; it just needs to be intentional. He noted that Ryder finds creative ways to keep messages visible – from TV screens in lounges to newsletters and late-night emails.

“This isn’t simply an exclusive club limited to only 20 companies. It’s an exclusive club we want to see grow. These are the fleets doing things right – and they deserve recognition. With tens of thousands of fleets across Canada, being on that list remains a distinction that sets companies apart.”

Mike Millian, President, Private Motor Truck Council of Canada

Why Recognition Programs Matter

All three panelists agreed that being part of Trucking HR Canada’s Top Fleet Employers program brings with it immense value. “It reinforces our commitment to engagement, safety, and diversity,” said Knight. “It gives us visibility in a competitive labour market and lets us measure ourselves against the best.”

Bourhani added that the recognition isn’t just external, but that it inspires a level of pride within the organization. “We display our Top Fleet plaques at our facilities. When new hires walk in and ask about them, it opens a great conversation about what it means to work here,” he said.

For Libralesso, the value lies in a mindset of striving for continuous improvement. “We’re not a trucking company, but we compete with them for talent,” he noted. “Being part of this program helps our HR partners benchmark and adopt best practices from across the industry.”

Moving Forward

To close the session, Trucking HR Canada’s Alero Okujagu reminded attendees that the Top Fleet Employers program is more than just an award – it’s a community of organizations committed to raising the standard of HR in trucking.

She explained that fleets that achieve this designation can gain access to additional opportunities, including funding programs, leadership initiatives, national visibility, and independent HR evaluations.

“If you’re proud of your HR practices, now is the time to apply,” Okujagu said. “The 2026 application cycle is open, and we’re here to help every step of the way. Applications are confidential, bilingual, and designed to assess a fleet’s approach to everything from mental health and inclusion to recruitment and community engagement.”