‘Heavily underrepresented’
Opportunities aplenty in commercial transportation industry, say women who have broken the bias
Kelsey Hipkin, AMTA Staff Writer
Break the Bias.
It’s the theme of the 2022 International Women’s Day, celebrated annually on March 8. The day is an opportunity to celebrate women globally and an opportunity to celebrate the contributions women make to the commercial transportation industry and to Albertans and Canadians, every day.
The industry has long been considered a male-dominated field, and while inroads are being made, the numbers still show there is work to do.
Trucking HR Canada (THRC) reports women are “heavily underrepresented” in the commercial transportation industry, with only 3.5 per cent behind the wheel, compared to 16 per cent in trucking and logistics and 48 per cent across all industries.
In Gender imbalance in trucking and logistics (THRC), Craig Faucette breaks the numbers down even further, citing that 97,000 women work in Canada’s commercial transportation industry, with 21 per cent in shipping and receiving, 10 per cent driving commercial trucks, eight per cent driving local delivery or courier, six per cent dispatching and five per cent handling materials. Another 21 per cent work in administration, accounting and human resources.
In contrast to the roughly 9,000 female commercial drivers working in Canada, about 300,000 – or 10 per cent – of the commercial drivers behind the wheel in the United States are women.
“There is always a need for professional drivers, but women make great diesel technicians, safety directors, dispatchers, recruiters and executives,” said Ellen Voie, a certified association executive with the Women in Trucking Association, Ltd., adding that there are “amazing opportunities” for women to join the commercial transportation industry. “Additionally, there are roles in marketing, human resources and training.”
Ellen Voie
Women in Trucking “was formed to encourage the employment of women in transportation careers, to address obstacles that might keep women from succeeding and to celebrate the success of our members.”
Shelley Walker, CEO of the Women’s Trucking Federation of Canada (WTFC), echoed Voie’s sentiments, adding that the transportation industry isn’t just for those entering a career at a young age.
“This is a great industry to work in, whether you’re looking for a career choice, or looking for career change,” she said. “I’ve met a lot of incredible women who didn’t start out in trucking but now they don’t see themselves anywhere else.”
Walker’s role involves “bringing the voice of the grassroots to the table.” She attends government meetings on both federal and provincial issues and takes the time to listen to drivers’ concerns and “hopefully find viable solutions.”
Shelley Walker
In his article, Faucette wrote: “Fewer than five per cent of the sector’s female employees are in management or supervisory positions. This small fraction in senior leadership no doubt contributes to the industry’s problems recruiting and retaining women.”
Women and Canada’s Driver Shortage
Recruiting and retaining qualified commercial drivers at all, let alone women, is one of the biggest challenges facing the industry today.
According to THRC’s Labour Market Snapshot from January 2022, while industry saw an added 34,700 employees to industry in 2021 – “well above the sector’s 10-year average” – there is still a driver shortage of 22,990 drivers in Canada (as of Q3 2021).
As well as THRC, the Canadian Trucking Alliance and trucking associations across Canada are working on campaigns, initiatives and training to encourage people to consider career behind the wheel of a commercial vehicle.
“There are a lot of great campaigns and initiatives out there to encourage not only women, but anyone to consider a career in commercial transportation,” said Michelle Spacil, AMTA operations supervisor.
For AMTA specifically, Spacil highlighted the Certified Transportation Safety Professional (CTSP) and Certified Transportation Safety Coordinator (CTSC) designations as “fantastic programs for anyone wishing to get into industry in a more safety focused position.
AMTA also offers specialized training for drivers, including Long Combination Vehicle training and a Professional Driver Improvement Course, as well as more than 500 online, self-directed training courses that are specific to all areas of industry.
“Beyond our training offerings, we have a wide variety of industry experts on our staff to assist, guide and mentor women interested in pursuing a career in industry,” Spacil said. “Our Workplace Support Services (WSS) functions as a connector between AMTA and its membership. The department provides members with access to critical resources, expertise and services designed to build awareness and improve the quality of engagement from and with the AMTA.”
Yes, but is it safe to be a woman commercial driver?
As more women enter the industry, the supports and amenities will improve as women rightfully demand and expect them, said Kara Gillespie, VP Human Resources, BURNCO.
Kara Gillespie
“Data has shown that women tend to have fewer safety incidents than men, making the industry itself safer as well,” she added.
A British research survey from 2020 showed that male truck drivers were four times more likely to pose a risk to others than their female counterparts.
In February 2022, the Alberta Government announced its search for “interested parties to develop up to 18 commercial safety rest areas across the province.”
The province made the announcement following “extensive” feedback from municipalities and the commercial transportation industry.
“For years, our industry has advocated for safe, clean, and well-equipped commercial rest areas, which are essential to the wellbeing of both professional commercial drivers and public motorists,” said Chris Nash, AMTA president in a Feb. 14 press release. “We thank the provincial government for responding to this urgent need, and we support these efforts to establish a safer and more dignified environment for our industry.”
Gillespie said the ideal rest stop for drivers in Alberta includes “lots of parking with good spacing between the vehicles; clear and bright lights to keep the areas visible and safe; regular checks by authorities and cleaners to ensure the rest stops are safe, clean, and stocked with supplies; private and safe showers in as many locations as possible and water fountains to refill water bottles.”
Creating safer spaces for women in industry, will further exemplify the diversity of the commercial transportation industry expanding on the contributions we celebrate March 8.
Workers that are the victim of repetitive and cumulative bullying and harassment, at work and/or in their personal lives, may experience symptoms similar to PTSD. The impact of such abuse could lead to a range of outcomes. In the vast majority of cases, the outcome is not workplace violence. Many of these cases of repetitive bullying and harassment will likely go unreported, be resolved or remain at a tolerable level of acceptance for the worker. However, in rare circumstances, it could result in an act of violence against the alleged perpetrators or other coworkers.
Micro Trauma Impact Cycle
The assault cycle is a useful proxy to help visualize the impact that cumulative micro traumas can have on an individual’s mental health. This identifies the escalation of violence from baseline behaviour, through escalation, a violence episode through de-escalation to recovery to baseline.[5] Applying this model to micro traumas may provide insight into how and when to apply controls to prevent, mitigate or triage people who are the victims of workplace bullying and harassment.
Stage 1
During stage one, the individual is acting with their normal patterns of behaviour. This is the point where primary interventions should be applied. This would help to maintain a baseline level of behaviour.
Stage 2
In stage two, this individual becomes a victim of perceived bullying or harassment. Over time, multiple psychological injuries begin to accumulate, causing the individual to alter their baseline behaviour. In most cases, individuals will apply coping mechanisms, resign, resolve the matter, or achieve any other acceptable outcome. This is also the time when some primary interventions could still be applied and secondary interventions should be applied.
Stage 3
During the third stage, a mental health incident occurs. This could consist of a range of mental crisis events such as a mental breakdown, shouting or other associated behaviour. In this case, the employer is working to deescalate the situation. In extreme cases, an overly aggressive or violent episode could occur. If that were to happen, the employer is activating their emergency response plan.
Stage 4
In stage four the individual begins the process of recovery and a return to a baseline level of behaviour again. Depending on the behaviour displayed in stage three, the employer may apply interventions to mitigate the impact on the individual’s mental health as well as their co-workers’ mental health. The damage is done, so the employer will be in damage control mode. However, if stage three was an act of violence perpetrated against a coworker, there are interventions available to prevent a future episode.
Stage 5
This cycle in theory could repeat itself numerous times, with different levels of severity. In most cases, the worker will never become violent.
Interventions for Workplaces
Primary Intervention
The first intervention and the most effective level of control is by building a psychologically safe and healthy organization through the development of a healthy organizational culture. This begins with a well-thought-out human resources program coupled with a strong health and safety program, including a focus on psychological health and safety.[6]
Examples of possible interventions include but are not limited to:
Job descriptions that are matched to the actual role,
thorough hiring process including reference checks,
flexible workloads/schedules,
respectful performance improvement programs or discipline programs,
professional development including soft skills for leadership,
meaningful work,
fair, just and respectful termination policy,
education or discussion of the effects of bullying and harassment,
explanation of the resources available to workers, such as counselling. [7]
Secondary Intervention
This is arguably more difficult however, focus on changing behaviour and building mental resiliency. Specific controls available to workers include but are not limited to:
resiliency and coping skills training,
stress management or mindfulness training,
meditation, yoga and other exercises,
access to the employee assistance program
mental health counselling through benefits program,
positive socialization and relationship building. [8]
Tertiary Interventions
This level of intervention focuses on damage control after a worker has experienced a break in their character due to the effects of the micro traumas. At this point, we are focusing on managing and supporting the worker.
Examples include but are not limited to:
Discussions with the worker with a focus on listening,
Follow-up investigations on claims of bullying and harassment,
Use of the employee assistance programs or benefits plan,
Paid medical leave with psychological support,
Support as the worker potentially transitions into unemployment.[9]
Case Study 1: Hartford Distributors
Harford Distributors was a beer distribution company located in Manchester Connecticut. On August 3, 2010, Omar Thornton, an African American, was given an ultimatum by his manager. “Resign or be fired”. As he was being escorted out of the warehouse, he removed a gun from his lunch box and began shooting. Eight co-workers were killed and two injured. Thornton called his mother to tell her that “I killed 5 racists” before turning the gun on himself.[10]
This incident is an example demonstrating this model and in no way a justification for the actions taken by Omar Thornton that day. It only strives to explain how he got to that point and what could have been done to prevent it.
Possible Micro Traumas Identified
Numerous examples of racism were in the reporting of this incident.
Perceived injustice – More senior drivers were able to pick the best routes, while less senior drivers were given the less desirable routes.
Position was misrepresented – Thornton was unhappy working in the warehouse because he believed he had been hired as a driver and occasionally was given driving duties.
Multiple disagreements with victims, who were targeted, while other workers were excluded.[14]
The threat of being fired while under financial strain.[15]
Performance issues were prevalent in his current job and others.[16]
Symptoms of Mental Harm
Recurrent Situations triggering a reaction – Omar appeared to be generally unhappy with his situation in the company. Repetitive racist comments and behaviours were present during the time he worked at Hartford Distributors. His emotional reactions to these comments became more pronounced over time, as he complained to friends and family more and more leading up to the incident.
Self-Destructive Behaviour – He also engaged in self-destructive behaviour by stealing beer from the company, having known that there were cameras in the warehouse.
Negative emotional reactions – Omar additionally, engaged in verbal arguments with coworkers, which culminated in a planned or potential act of violence. This is demonstrated by the fact that he hid a gun in his lunch box that day and that he targeted five specific people, while specifically overlooking two disabled workers in the room at the same time.
Application and Analysis
Stage 1 – In stage one, his family described him as a calm and gentle person.
Stage 2 – From reports, it appears that Omar Thornton perceived that he was the victim of workplace bullying and harassment. Throughout his employment incidents of racism, arguments and performance issues may have begun to impact Omar’s mental health. This culminated in a situation, where he felt the need to carry a gun in his lunch box.
Stage 3 – Having been given the ultimatum, “Resign or be fired”, Omar had a severe break in his character. This resulted in him taking out his gun and shooting five of his likely intended victims and three additional workers.
Stage 4 – Omar locked himself in an office and called his mother to tell her what he did. The situation could not be deescalated as he took his life shortly after making that call. He did not have the opportunity to return to his baseline character identified in stage 5.
Application of Interventions
A potential root cause of this violent event can be attributed to management’s lack of control. First, he complained about the job not meeting his expectations, as he thought he was hired as a driver. With a strong HR policy and a hiring process, every worker should have a clear understanding of their job. In addition, he complained about seniority. Perhaps, if this was documented and explained at hiring, he may have known and understood how it worked in the company.
Another root cause appears to be management’s inability or willingness to prevent bullying and harassment, in this case, overt acts of racism. In principle, if management had a policy and it was enforced, the acts of racism may have stopped or been reduced.
A final root cause is found in the lack of management control in the termination process. I like to explain to my manager and supervisors that no worker should be surprised that they are being terminated. However, that termination needs to be handled respectfully and by a process. To offer an ultimatum to Omar was the trigger. Handling the situation differently may have prevented the incident.
Conclusion
As this case study shows, several factors drove Omar to violence. This violence was arguably the result of bullying and harassment in a less than ideal work environment. With the benefit of hindsight, we can identify some of the symptoms of PTSD that demonstrate that Omar may have been a psychologically injured worker. Based on the news stories, we are also able to see how the cumulative effect of micro traumas impacted the mental character of Omar and how he moved from his baseline behaviour to a breakdown. Perhaps most importantly, we can see how this event could have been averted through the application of early interventions.
References
[1] Bywood, P., & McMillan, J. (2019). Cumulative Exposure to Trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[2] Bywood, P., & McMillan, J. (2019). Cumulative Exposure to Trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[3] Bywood, P., & Costa, B. (2018). Vicarious exposure to trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[4] Mayo Clinic, (July 2018). Post Traumatic Stress Disorder (PTSD), https://www.mayoclinic.org/diseases-conditions/post-traumatic-stress-disorder/symptoms-causes/syc-20355967
[5] Kelloway, F. a. (2017). Management of Occupational Health and Safety. Toronto: Nelson.
[5] Bywood, P., & McMillan, J. (2019). Cumulative Exposure to Trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[6] [6] Kelloway, F. a. (2017). Management of Occupational Health and Safety. Toronto: Nelson.
[7]Bywood, P., & McMillan, J. (2019). Cumulative Exposure to Trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[8]Bywood, P., & McMillan, J. (2019). Cumulative Exposure to Trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[9]Bywood, P., & Costa, B. (2018). Vicarious exposure to trauma at Work. Victoria: Institute for Safety, Compensation and Recovery Research.
[10] CBS New, Omar Thornton: “I killed 5 racists” 4 Aug 2010 https://www.cbsnews.com/news/omar-thornton-i-killed-the-five-racists/
[11]Gunman ‘cold as ice’ before killing 8 in workplace shooting spree (4 August, 2010) http://www.cnn.com/2010/CRIME/08/03/connecticut.business.shootings/index.html
[12]Ruling Of “No Racism” In Infamous Connecticut Murder-Suicide (May 13, 2011) https://newsone.com/1229515/omar-thornton-shooting-police-no-racism-connecticut/
[13]Ruling Of “No Racism” In Infamous Connecticut Murder-Suicide (May 13, 2011) https://newsone.com/1229515/omar-thornton-shooting-police-no-racism-connecticut/
[14] Ruling Of “No Racism” In Infamous Connecticut Murder-Suicide (May 13, 2011) https://newsone.com/1229515/omar-thornton-shooting-police-no-racism-connecticut/
[15]Gunman ‘cold as ice’ before killing 8 in workplace shooting spree (4 August, 2010) http://www.cnn.com/2010/CRIME/08/03/connecticut.business.shootings/index.html
[16]Gunman ‘cold as ice’ before killing 8 in workplace shooting spree (4 August, 2010) http://www.cnn.com/2010/CRIME/08/03/connecticut.business.shootings/index.htm