Written By: Kieron Talbot-Sykes 
July 20, 2025 
Skills shortages in logistics are nothing new. We’ve always experienced seasonal driver shortages, especially during peak periods. What’s changed is the type of worker entering the industry. The ‘old school’ drivers who are happy to live out of their cabs have given way to a new generation that rightly values a better work-life balance. Today’s drivers want home comforts, proper rest, and better welfare facilities. The problem is that the infrastructure hasn’t kept pace.
Successive governments have ignored calls for investment in safe, affordable rest areas and welfare facilities. It’s disheartening when the people who keep the country moving are expected to do so without even the basics being met. If we want to retain drivers, we must treat them with the respect and dignity they deserve.
Beyond drivers, we’ve found it consistently difficult to recruit transport planners. These roles demand a unique mixture of logical thinking, real-time problem-solving, and a deep understanding of how goods flow through the network. And yet, there’s very little visibility or support for developing talent in this space.
When we recently took on an apprentice, we struggled to find relevant, engaging training that focused on logistics planning. There’s plenty of talk about driver recruitment, but logistics apprenticeships as a whole are sorely neglected. We need to spotlight the variety of roles in this industry – not just driving but planning, warehousing, and customer service.
The days of loyalty based on nothing but a payslip are long gone. Today, employees are looking for more than just a wage – they want to work somewhere they feel comfortable and valued. A decent level of pay is still crucial, of course, but equally important is the work environment. People want to be part of a friendly, supportive team where they’re treated with respect and not just as a number.
And while we’re on the subject of what staff want – let’s talk about London! Ask any HGV driver for their least favourite part of the job, and you’ll get the same answer: London. From impossible restrictions and poor road design to punitive fines for the smallest of infringements, it’s a logistical nightmare. We’ve lost good drivers purely because they were fed up with the capital’s roads. If we want to attract and retain talent, especially in urban freight, we need to fix the system – not punish the people who are trying to navigating it.
The inquiry into the Employment Rights Bill could mark a significant shift in the landscape. While the details remain uncertain, there’s potential for changes in areas like flexible working, sick pay entitlement, and protections for gig economy workers. On the surface, these may not sound like issues that hit the logistics sector hard – but they do.
If the Bill introduces clearer rights and protections for workers, it may encourage more people into roles that have long been seen as insecure or unrewarding. But it also presents a challenge for employers to adapt quickly, communicate clearly, and maintain operational efficiency while adjusting to new requirements.
At Joda Freight, we’ve learned that recruitment and retention don’t come down to any one thing. It’s a combination of how you treat your staff, how you invest in their future, and whether you’re prepared to listen and adapt. We need government support, yes – but we also need industry-wide collaboration to rethink how we attract and value talent in this space.
The future of logistics isn’t just about technology or automation. It’s about people. And if we want to move forward, we need to start treating our workforce like the critical infrastructure they are.
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