The fallacy that turnover is cheaper than retention is nothing more than cb radio chatter. It has no base in reality.
I'm not so sure about that. A common figure cited is that it costs a carrier $5,000 to bring in a new driver. I have seen higher numbers too but $5,000 seems to be the frequently cited one. But for the sake of discussion, let's go with $7,500.
If a carrier has a 100 percent per year turnover, that means the carrier must pay an extra $7,500 a year per truck in recruiting expenses to keep drivers in their trucks. $7,500 a year works out to $625 per month before taxes or $0.08 (rounded) per mile extra pay on 100,000 miles driven per year.
Now, if that money was offered to an existing driver as a retention bonus, would that be enough to make him or her stay? It might seem so on the surface. An extra $625 per month is nothing to sneeze at for a solo driver, but when drivers leave, how often is it really about the money?
Drivers leave because they don't get enough home time, or they get crappy loads, or they get treated poorly or unfairly by their dispatcher, or their pay got messed up, or their company truck is junk, or they are pressured to drive on a hot log, or they are prohibited from bending the rules so they can drive on a hot log, or they want to go deer hunting and the easiest way to do that is quit and get hired someplace else after the buck is hanging in the tree, or because someone at the truck stop lunch counter told him about the $10,000 a month he is making on a dedicated run at another company, or because - again - he ran out of money at the casino and this time the carrier is refusing to give him an advance, or, or, or, etc.
Retention is not about the money alone. In fact, I would suggest that retention is about the money last. Other issues influence a driver's decision to stay or leave, and to address them might require considerable changes in the company culture at considerable expense.
It also might require a carrier to hire better-quality drivers; people who have the intellectual capacity to see the big picture and the emotional maturity to think things through before storming off to another carrier because his dispatcher could not suddenly get him home so he could tend to his new girlfriend who is crying about missing him; and who has enough basic business skills to see, when his driver manager shows him on paper, how he will do better if he takes one "bad" load to get him to the next three good loads.
But bringing people like that into the industry in large numbers would require a pay boost much greater than $7,500 a year.
Inertia force being what it is, it could very well be that a large carrier finds it much easier and less expensive to keep their trucks running by turning over their entire driver force every year than to do what it takes culturally and financially to to hire "good" drivers and retain them.
If a carrier has 100 trucks, a $7,500 per year retention bonus that probably won't work anyway becomes a $7.5 million expense for the carrier. Better and cheaper it may seem to hire a couple more recruiters instead or offer $1,000 signing bonuses, only some of which will be paid because the drivers will leave before being there long enough to collect them.
Now, having said all this, I want to add that everything above is pure speculation on my part. I don't work at the carrier level and never have. I'll leave it to others to say if I am right or wrong about this.
). Most professional drivers will have a blemish on their MVR and a blemish on their PSP. Face it, you are out driving 20 times more than the person that sits behind the desk. Drivers, please know that you do have a right to obtain your PSP report. It is NOT going to show you the "points" that are associated with the violations on your report. You will need to compute those yourself. Know that recent violations are weighted three (3) times as much as older violations. Read up on PSP 
