Training Drivers for Better Customer Service

 Key Takeaways:

• Expanding driver training beyond safety to include customer communication, relationship-building, and opportunity identification can strengthen service and support sales growth.
• Ride-along programs, mentorship, and proactive communication training help drivers handle customer concerns professionally and build confidence in the field.
• Recognizing and rewarding drivers for customer service excellence, lead generation, and safety performance reinforces their role as valuable contributors to customer satisfaction and business success.

While safety and injury prevention remain the primary focus in delivery driver training, some jan/san distributors are seeking to expand programs to include other skills.  

Ailene Grego, President and CEO, SouthEast Link, Atlanta, shares that the company plans to introduce a formal training program that teaches delivery drivers how to ask customers questions in a professional and appropriate manner. 

“Drivers need to have conversations with the customer so they can establish a good working relationship,” she says. “We want to train drivers to ask leading questions. ‘What is your biggest pain point? Do you have any service issues? How can we be of better service?’”    

In the absence of formal training, Grego recommends a ride-along or field shadowing—a tried-and-true approach for onboarding new drivers in the jan/san industry. At SouthEast Link, new hires ride alongside managers, senior drivers, or sales reps, and quickly learn how to interact with customers and identify potential sales opportunities. 

Brame Specialty’s new drivers complete a mandatory two-week ride-along with a senior driver to learn routes, familiarize themselves with products, and build relationships with customers. According to McGrath, the company expanded the ride-along period from two days to two weeks several years ago—a change that has had a positive impact on new-hire training.  

“After listening to driver feedback over the years, we realized that two days of training wasn’t always enough before sending them out on their own,” he says. “We want to make sure our new drivers are interacting with customers in the right way.”  

Distributors admit that even well-prepared drivers are likely to face unexpected delivery issues that can put their customer service skills to the test. Whether it’s damaged goods, incorrect orders, or pricing discrepancies, drivers can quickly become the target of a customer’s frustration. 

Some issues are unavoidable or beyond the driver’s control. That’s why it’s important to maintain consistent communication among team members before, during, and after each delivery to help minimize problems and resolve them quickly when they arise. If problems do occur, drivers should be trained to be proactive and mind their manners. 

“I tell my drivers, ‘You’re not the one the customer’s mad at, but you’re the one they see first, so they might take it out on you,’” says McGrath. “Be polite, ask what you can do to help, and offer to call the office or reach out to the sales consultant.” 

Celebratory Inroads 

Rewards and incentive programs are often tied to a delivery driver’s safety record on the road. To improve both safety and accountability, Brame Specialty installed cameras across its fleet several years ago—a move that has also helped reduce insurance costs. 

“Before, drivers were accused of speeding or turning too wide. Now we can see what’s happening, and it’s helped to cut insurance payouts,” says McGrath. “We also reward safe driving behaviors with points. Drivers with high scores are eligible to receive money each quarter, and the driver with the most points is eligible for a yearly bonus.” 

According to McGrath, accidents and speeding have declined while the company’s safety scores have improved, and the program has sparked friendly competition among drivers across branches. 

Today, more distributors are recognizing the value of rewarding drivers for a job well done—not only on the road but face to face with the client. Grego is exploring ways to reward drivers who generate leads as well as recognize those who receive positive client feedback or maintain a record free of service issues. 

“If they get an ‘atta boy’ from a customer, that needs to be addressed publicly,” she says. “Usually we share it departmentally, but we want to make a bigger deal about it. We’ll also share it with the company and post it on social media.” 

Fagan recalls a time he “made a big deal” about a driver whose actions not only saved the customer money but led to a sale worth thousands of dollars. While making a delivery, the driver noticed the customer was having trouble with a floor machine. Back in the office, he shared his observation with Fagan, who was able to refurbish a piece of equipment in-house and sell it to the customer at a reduced price. To show the company’s appreciation, Fagan Sanitary Supply rewarded the driver with a luncheon and presented him with an oversized check that shared a portion of the profits.   

“It was a triple win for the customer, driver, and sales rep,” says Fagan. “We wanted to promote that higher level of awareness to the other drivers and show them how they could benefit from it.”  

No doubt, recognizing drivers for their contributions reinforces the critical role a fleet plays in identifying opportunities and shaping customer perceptions of the business—setting the standard for other drivers. 

“You cannot replace drivers with technology,” notes Kingsland. “Having that personal interaction is huge, and it’s one of the most important—if not the most important—parts of the delivery process.” 

Kassandra Kania is based in Charlotte, North Carolina, and is a frequent contributor to Facility Cleaning Decisions.