If you’ve been in the ready-mix business for any length of time, you already know the truth: mixer drivers are the heartbeat of our industry. Without them, the concrete doesn’t move. At the same time, finding and keeping great drivers is harder than ever. The labor pool is shrinking, the demand for CDL talent is rising, and younger workers are choosing other fields.
Here’s the positive news: we don’t have to sit back and accept the shortage. As leaders, we can experiment and rethink how we support the men and women who operate our trucks every day. These ideas will not fit every company—and that’s okay. What matters is that we start trying new things. If we don’t, tomorrow’s shortage will make today’s challenges look easy.
Build a True Career Path for Drivers
Most industries offer a clear path for growth; ready-mix rarely does. Add components like skill badges, certifications, pay progression, annual recognition, and mentorship roles. When a job becomes a career, everything changes. Imagine a structured program with levels such as:
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Driver
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Concrete Delivery Specialist
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Master Operator
Create Predictable Scheduling
Drivers often say the same thing: they can do the work, but they need to know when they will be home. Even small improvements can make a major difference, such as:
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A scheduling window
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Four-day workweek pilots
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Rotating weekend guarantees
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Dedicated early and late crews
We cannot remove all unpredictability, but we can reduce it.
Reward the Behavior You Want to Keep
Positive reinforcement works. Consider quarterly incentives based on:
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Safety
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Attendance
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Teamwork
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Customer feedback
People stay where they feel valued.
Introducing a Driver Experience Coordinator
This is a single role focused solely on making drivers’ workdays easier, providing support for schedules, uniforms, PTO, dispatch communication, benefits, and follow-up. It requires a small investment but has a major impact on morale and culture.
Give Drivers Ownership of Their Truck
Symbolic ownership builds pride. Assigned trucks, nameplates, input on equipment, and recognition for truck care all strengthen loyalty.
Improve the Jobsite Experience
Most driver frustration happens at the pour, not the plant. Less frustration means longer retention. Consider the following:
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Customer rating tools (stars + driver feedback)
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Jobsite rating tools
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Premium pay for difficult sites
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Jobsite ambassadors for large pours
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Standard expectations for repeat customers
Deploy Technology That Helps Drivers
Technology should make the job easier. When technology removes friction, drivers embrace it. Tools may include:
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Digital tickets
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GPS routing
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Automated slump, temperature, and air-entrainment readings
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Touchless clock-in/clock-out
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Touchless truck washdown stations
Support the Driver’s Family
If the family is happy, the driver stays longer. Family-first culture equals loyalty. Simple programs can have a big impact, such as:
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Family appreciation events
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Scholarships
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Driver spotlights
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Birthday PTO
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Rainy-day savings accounts for extended downtime (seasonal layoffs)
Build a Driver Academy
The industry cannot find enough CDL drivers, so companies must create them. Offer company-sponsored CDL training, structured onboarding, and mentorship from senior operators. This builds a long-term talent pipeline instead of competing for the same shrinking labor pool.
Creating a Culture of Respect
Retention improves dramatically when communication and respect are consistent. Strategies include:
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Professional dialogue between dispatch and drivers
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Open communication
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Driver councils
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Monthly listening sessions
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Anonymous feedback tools
Many retention issues can be solved with respect, communication, and consistency.
Final Thought
These ideas may not work for every company. Some will succeed, some will evolve, and some may inspire even better solutions. What matters is that we begin the conversation now. If we fail to innovate, the shortage will intensify. But if we lead with creativity and commitment, we can build a stronger, more sustainable driver workforce for decades to come.
Our drivers deserve our best thinking. Our industry depends on it. The time to act is now.