Employee Relations for Logistics and Transportation
Two routes — one for complaints, one for conduct — kept separate.
What this looks like in logistics and transportation
The parts of employee relations that are specific to this sector, rather than general.
Relations With a Workforce on the Road
Where people are rarely present to raise anything.
What this coversHide
Relations With a Workforce on the Road
Where people are rarely present to raise anything.
What this coversHideA driver with a grievance is usually four hundred kilometres away and off-duty. If raising something requires attending an office, most issues are never raised and surface as resignation.
- Grievance route reachable by phone, from anywhere
- Route allocation and duty fairness disputes handled consistently
- Detention, advance and expense disagreements resolved quickly
- Incident and accident handling separated from disciplinary process
- Consistency across hubs and locations
- Supervisor and hub capability in early resolution
- Contractor and attached-vehicle drivers handled correctly
- Central record across hubs
Separating incident handling from disciplinary process matters more here than almost anywhere. Where every accident is treated as misconduct, reporting stops and the business loses its safety information.
The general method — what employee relations covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the grievance and disciplinary process page. What is above is the part that differs for logistics and transportation.
Other HR topics for logistics and transportation
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for logistics and transportation, or another industry.