By Rich Cowan, Staff Writer
On November 12, 2025, Trucking HR Canada hosted an informative webinar, spotlighting some of the best practices from leading for-hire fleet employers. This session followed up on the previous week’s focus on private fleets and provided a platform to explore some of the unique challenges and innovative Human Resources (HR) approaches being employed by some award-winning fleets. The webinar was hosted by Angela Splinter, CEO of Trucking HR Canada, who was joined by Sue Ritter, Director of Safety and People Services at Classic Freight; Jeff Rosnau, CEO of Whitecourt Transport; and Kamilia Baroudi, Senior Director at XTL.
The webinar highlighted some key labour market trends, leadership strategies, employee engagement practices, and the evolving priorities that top fleets are embracing to attract, retain, and develop quality staff in Canada’s trucking and logistics sector.
Understanding the Landscape
Trucking HR Canada’s labour market information work is fundamental in supporting fleet employers. By analyzing public data along with employer input, the organization identifies workforce demographics, skill gaps, and pain points within the sector. According to this information, early 2025 saw higher unemployment, but it was evident that stability began to return by the third quarter. Transport truck drivers, traditionally one of the most challenging staffing groups to recruit, continue to be in high demand.
Vacancy rates within the trucking and logistics sector remain slightly higher than the national average across all industries, which is indicative of ongoing recruitment difficulties. Compared with other forms of transportation, the trucking industry consistently faces greater difficulties in recruiting skilled workers. As Angela Splinter emphasized, “Our sector is key to Canada’s economic growth. Every priority under this government relies on the movement of goods.”
People-First Leadership
A key theme throughout the session was the shift from the traditional operational focus to a people-first approach. Jeff Rosnau shared Whitecourt Transport’s journey from a customer-first mentality to prioritizing employees. “Transitioning from a solely customer-first focus to one that is employee-first has been challenging for us, but it’s starting to pay dividends,” he noted.
Sue Ritter of Classic Freight discussed the importance of empowering employees and building a strong people culture. By encouraging staff to cross-train and take on leadership roles within their departments, Classic Freight is focussed on both engagement and operational resilience. “We put them with an experienced person so they’re doing leadership and mentoring while staying in their role. They realize there’s a future with the company,” she explained.
Similarly, Kamilia Baroudi highlighted XTL’s approach to cultivating a culture of respect, empathy, and inclusion. “Our core value is leading with grace. When employees see that they are heard, it builds trust and long-term commitment,” she said.
Recognition and Engagement
Recognition was another area where some of the top fleets are being intentional. The panelists underscored the importance of both financial and non-financial recognition.
At XTL, employees are celebrated for milestones, accident-free records, and exceptional performance. Leaders are encouraged to personally acknowledge good work from their people. Baroudi stated, “Some people don’t need money – they need to be recognized and thanked. That makes a huge impact on motivation and performance.”
Classic Freight has adopted everyday recognition practices that include morning team meetings that end with shout-outs and handwritten birthday cards for every employee. “It’s the little things that matter most,” Ritter stated.
Whitecourt Transport also reinforced small, caring gestures alongside traditional performance bonuses. “Recognition on the floor and small acts of appreciation go a long way in building culture,” said Rosnau.
Attracting and Developing the Next Generation
With an aging workforce in the industry, attracting younger workers is a priority for all fleets. The panelists highlighted the effectiveness of mentorship programs, hands-on training, and digital learning tools as essential components of onboarding and retention.
Classic Freight pairs new employees with experienced mentors and incorporates AI-driven apps to enhance learning and operational efficiency. “The younger generation thrives on hands-on experience and technology. We’ve adapted our training to match that mindset,” said Ritter.
XTL has implemented mentorship programs that provide younger employees with collaborative opportunities and the chance to contribute to problem-solving from the very beginning. “They want to be heard, to understand their role, and to feel a purpose in their work,” Baroudi explained.
Whitecourt Transport also promotes growth opportunities beyond traditional truck driving roles, integrating technology and leadership development to encourage career exploration within the company.
Diversity, Equity, and Inclusion (DEI)
DEI initiatives were discussed as essential to building a strong workforce. Many fleets are now actively fostering inclusive environments through leadership training, cultural celebrations, and barrier-free hiring processes.
Jeff Rosnau shared that elevating diverse leaders has had a significant impact: “As employees see people like themselves in leadership, it inspires them to strive for similar success.”
Classic Freight supports newcomers and employees with language barriers, providing peer assistance and promoting cultural events to ensure that all employees feel included. “We want everyone to feel like an equal part of the team,” Ritter emphasized.
Succession Planning
Succession planning was discussed as both a strategic and sensitive undertaking. Fleets focus on cross-training, capacity building, and leadership development to ensure continuity while encouraging trust and engagement.
Ritter noted that succession planning can initially trigger some apprehension among employees: “People worry they’re going to be replaced. But when you explain it as an opportunity for growth and mentoring, it strengthens the team.”
Rosnau echoed this sentiment, highlighting the importance of continuous communication and development to build capacity across all levels of the organization. Baroudi added that development programs, such as the Ontario Trucking Association’s (OTA) Next Generation Certificate program, play a critical role in preparing employees for future responsibilities.
Top Priorities for 2026
Panelists identified several of the key people priorities for the coming year:
- Employee Development: Ensuring that all staff have clear plans for growth and access to training opportunities.
- Communication and Collaboration: Breaking down walls between teams and divisions to ensure cohesion.
- Inclusion and Belonging: Reinforcing culture, recognition, and wellness initiatives.
- Technology Integration: Making use of data and digital tools to enhance operational efficiency and employee engagement.
Ritter adeptly summarized Classic Freight’s goals: “We want employees to know they have a growth plan, feel recognized, and are part of a collaborative, inclusive culture.” Rosnau described Whitecourt Transport’s approach: “Our focus is on turning data into action and creating meaningful opportunities for leadership and mentorship.”
Lessons Learned
When asked by Splinter, the panelists candidly shared initiatives that did not work as intended. Both Classic Freight and Whitecourt Transport noted that traditional annual performance reviews were often ineffective. Instead, they have adopted performance coaching sessions and employee-driven discussions to ensure meaningful engagement.
Baroudi also highlighted the importance of active listening: “Sometimes we jump to confront issues but taking a step back to truly understand employees’ perspectives can lead to better outcomes.”
The Value of the Top Fleet Employer Program
Participation in Trucking HR Canada’s Top Fleet Employer program offers fleets a chance to evaluate practices, gain insights from peers, and access resources and tools. Ritter described it as a “sponge effect,” allowing companies to absorb best practices and invest more deeply in their workforce.
Alero Okujagu, representing Trucking HR Canada, emphasized that the program provides detailed scorecards and employee engagement surveys to guide continuous improvement. Fleets, regardless of size, benefit from the program’s structured feedback and confidential reporting, supporting their HR strategy and operational excellence.
“The workforce is the foundation of our industry. Investing in people, culture, and leadership ensures we continue to deliver the goods, both today and into the future.” – Angela Splinter, CEO, Trucking HR Canada.
Conclusion
The session underscored the evolving nature of HR in the trucking industry. Top fleets are embracing people-first leadership, enhancing strong cultures of recognition and inclusion, using technology for furthering development, and investing in the next generation of employees. These practices are not only helping to ensure employee satisfaction and retention but are also strengthening operational resilience in an industry that is vital to Canada’s economy.
As Angela Splinter concluded, “The workforce is the foundation of our industry. Investing in people, culture, and leadership ensures we continue to deliver the goods, both today and into the future.”
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