Best Fleets Data Reveals How Market Uncertainty is Affecting Drivers

Published on April 22, 2026

Every year, insights shared at the Best Fleets to Drive For^® Education & Awards Conference offer a window into how drivers are feeling about the industry and how fleets can improve the workplace experience.

In 2026, one theme surfaced repeatedly across driver surveys and fleet responses: uncertainty. Many fleets and drivers feel like events are unfolding quickly and unpredictably, creating a sense that forces beyond anyone’s control are shaping the market.

That idea was captured in a simple metaphor used during CarriersEdge CEO Jane Jazrawy’s keynote at the conference: dominoes.

“It’s been feeling like dominoes are falling,” she said. “You don’t have a lot of control when that happens.”

Yet some fleets have built the kind of stability that slows the domino effect. Through years of intentional investment in driver experience, communication, and trust, these fleets have built a foundation that helps drivers stay engaged even when the market becomes volatile.

Long-Term Investment in Driver Experience Pays Off

One important takeaway from this year’s program is that strong driver cultures are built over time.

Many fleets enter the Best Fleets program hoping to improve quickly enough to reach the Top 20. But the fleets that consistently perform well typically have spent years developing their driver programs. That long-term investment becomes especially valuable during difficult market conditions.

When the industry faces uncertainty, whether due to freight cycles, economic pressure, or operational disruptions, those driver programs help fleets maintain stability and loyalty. And it’s needed for a fleet to be successful. The driver survey data reveals a clear trend: stress and anxiety are increasing. Drivers are facing a combination of challenges, including reduced miles, lower pay than during the freight boom of 2020–2021, and rising living costs.

Even drivers who remain satisfied with their employer may still feel the broader economic pressure.

These concerns show up in subtle but meaningful ways:

• Fewer drivers say they plan to stay with their company for the rest of their career
• Drivers are slightly less likely to recommend their company to others
• Perceptions of trust and honest communication with their employer have declined modestly

Driver retention is built on trust. When drivers join a fleet, they often arrive with strong expectations shaped by the recruiting process – good pay, fair routes, clear communication, and respectful treatment. Initially, fleets get the benefit of the doubt. But if expectations begin to slip, whether through reduced miles, pay changes, or communication gaps, trust can begin to erode. As trust declines, drivers become more likely to consider other opportunities, even if those alternatives may not actually offer better conditions.

This dynamic could become especially important when the freight market improves. If drivers already feel uncertain about their current employer, even small recruiting incentives from competitors could trigger higher turnover.

Growing Driver Compensation Pain Points

Compensation remains one of the most sensitive topics in driver surveys, but the 2026 data highlights several related issues that affect how drivers perceive their earnings. These “pay-adjacent” factors influence whether drivers feel their compensation is fair, even when base pay remains unchanged.

Several areas stood out this year.

Pay Model Satisfaction

As a result of lower freight volumes and fewer miles available, more drivers reported that their current pay model no longer works well for them. Satisfaction with the pay model is down 4.5%. And there was a decline of 3.2% in drivers feeling they are getting paid fairly. These are significant drops.

Routing Transparency

Routing fairness remains one of the bigger sore spots when it comes to the driver experience. Driver comments revealed three common perceptions:

• Some drivers believe certain drivers receive preferred routes
• Others feel routing systems are confusing or poorly explained
• Many simply don’t understand how routing decisions are made

In fact, a large portion of drivers either had a negative view of routing or said they had no idea how routes were determined. This lack of transparency can quickly undermine trust.

Unpaid Work

Compensation, or the lack thereof, for additional responsibilities beyond driving, is likely to create a disconnect between drivers and their employers.

Many fleets rely on experienced drivers to mentor new hires, assist with training, or support onboarding programs. These roles provide significant value, but compensation practices vary widely.

According to the Best Fleets program data:

• About 10% of fleets don’t pay driver mentors at all
• Others provide minimal compensation
• Some fleets pay $100 per day or more for mentoring responsibilities

While many drivers initially volunteer for these roles, unpaid responsibilities can eventually lead to frustration if they are not properly recognized.

The Dispatcher Relationship Is Critical

For most drivers, the dispatcher or fleet manager is the primary point of contact with the company.

That relationship plays a major role in how drivers interpret challenges such as routing changes, shipper delays, or operational issues. However, some fleets still don’t include driver feedback when evaluating dispatcher performance. Some rely primarily on productivity metrics, while others incorporate safety or retention data. Only a portion systematically gathers driver input about their dispatcher experience.

Given the importance of this relationship, fleets that actively seek driver feedback about dispatch interactions may gain valuable insight into improving driver satisfaction.

Mental Health Support is an Untapped Opportunity

Mental health and driver stress emerged as one of the most important and under-addressed topics in this year’s program.

Only about half of drivers believe their company has programs in place to reduce stress or anxiety. At the same time, most fleets don’t highlight mental health initiatives when describing their wellness programs.

So, it’s not surprising that nearly 70% of fleets didn’t mention mental health support in their wellness responses. That gap represents a major opportunity.

Drivers face unique stressors, including long hours, isolation, traffic dangers, being away from home, and unpredictable schedules and pay. Broader societal anxiety levels have also increased significantly over the past decade.

Fleets don’t necessarily need large or complex programs to make a difference. Even small steps, such as promoting employee assistance programs, encouraging open conversations about stress, or providing training for fleet managers, can help create a more supportive environment.

Technology Needs Better Communication

Technology continues to play a growing role in driver management, from in-cab cameras to performance scorecards. While these systems can improve safety and efficiency, driver perceptions remain mixed.

Only about one-quarter of driver comments on scorecards or camera systems were positive. Many drivers expressed concerns about data privacy or confusion about how performance metrics are calculated.

Drivers aren’t necessarily opposed to technology, but they want clearer explanations and actionable feedback.

They want to understand:

• What the data means
• How it affects their performance evaluations
• What they can do to improve as a driver

Regular performance conversations can help address these concerns.

Social Media May Not Reach Drivers Anymore

One surprising finding from this year’s data involves communication channels. In 2024, roughly 63% of drivers said they followed their company on social media. This year, that number had dropped closer to half.

This shift suggests that fleets that rely heavily on social media may not be reaching a significant portion of their driver workforce.

Alternative communication channels may become more important, including:

• Recorded meetings
• Driver-focused town halls
• Direct messaging platforms
• Internal podcasts or audio updates

Whatever the format, drivers consistently value communication that feels direct, transparent, and relevant to their work.

Survey Fatigue Is Real

Another trend highlighted in the data is something many fleets have already noticed: survey fatigue.

Drivers today are asked to complete more surveys than ever – from internal company surveys to industry programs and third-party research initiatives.

As a result, Jazrawy noted that some drivers are becoming less willing to participate or are increasingly skeptical about anonymity. For fleets, this means feedback strategies may need to evolve.

Surveys remain valuable, but they should be balanced with direct conversations, informal feedback channels, and visible follow-up actions that show drivers their input matters.

Slowing the Domino Effect

The insights from the 2026 Best Fleets program point to an industry navigating a period of uncertainty.

Drivers are feeling economic pressure, and several key trust indicators have softened slightly compared to previous years. But the data also reinforces an important lesson: fleets that invest consistently in communication, transparency, and driver support build the resilience needed to weather challenging cycles.

When those systems are in place, fleets can help slow the domino effect – maintaining driver trust and engagement even during times of economic uncertainty.