Recruiting a new generation of truck drivers for SFTL
The Transport & Logistics Social Fund (SFTL) wanted to attract new truck drivers to an industry that was struggling with a negative image. The obvious solution was a recruitment campaign. But that was precisely the challenge. How do you recruit people for a job they've never considered, and might even rule out because of its image or prejudice?
The challenge
Truck driving is a profession facing a labor shortage, and the numbers don't lie: more than a third of all drivers are over fifty. The industry is ageing faster than it can replenish its workforce.
SFTL wanted to reverse this trend with a long-term campaign. Not a one-time recruitment wave, but a narrative that keeps working. With a twofold mission: to present the profession in a more appealing light while simultaneously attracting new people, especially motivated career switchers who are active today but might be ready for a new challenge.
The analysis
The real problem wasn't a shortage of candidates. It was the image people have of the profession. If you've never considered a job in transport, you won't suddenly consider it just because job openings are announced.
And there was a second hurdle. Within the industry, SFTL is a well-known name. Outside of it, "a social fund that supports employers and employees" means absolutely nothing to a career switcher.
So we reversed the order. First, get people to see the job differently. Only then, ask them to take the plunge.
Fix the image first. Then activate.
The approach
Because SFTL as a sender carries little weight outside the industry, we gave the campaign its own brand platform: Avontuurlijke Jobs (Adventurous Jobs). Something that stands on its own, sparks curiosity, and could carry the story across two phases.
In phase 1, the focus was on improving the industry’s image. We deliberately avoided the words "transport" or "driver". We started from adventure, freedom and craftsmanship: what genuinely makes the job worthwhile. So that people with a real interest in what a job as a truck driver has to offer would actually stick around. Radio, online video and social advertising delivered reach and recognition. We also built a website where interested people could find more information, on things like job security or fringe benefits.
In phase 2, the focus shifted to actually recruiting and activating career switchers. SEA, display, retargeting and automated email flows guided interested people step by step, from the first click to signing up as a 'Future Driver': an interested career switcher who registers and takes the first concrete step towards the profession.
Aspect ratio: 7/3
Aspect ratio: 6/5
Aspect ratio: 7/3
The result
Year one focused on reach. We reached 3.9 million people, nearly double the target of 2 million. More than 100,000 people visited the website, 2,500 career switchers submitted their information, and we received over 2,000 enquiries. And it doesn’t stop there. The total has now surpassed 4,000 applications.
Years two and three focused on activation. Year after year: 70,000 clicks via Google, 145,000 website visitors and 1,450 'Future Drivers' signing up (a thousand more than the target), at an excellent cost per lead.
Impressive numbers. But the real gain lies elsewhere: an industry that struggled with its image for years is once again attracting people who never considered it before. We succeeded because we built on the three pillars of trust. On logic: a phased plan based on facts and measurable goals. On empathy: starting from what motivates a driver, not from what the industry wants to convey. And on authenticity: a story that doesn’t sugarcoat reality, and works precisely because of that.
