You own and manage Sunrise Deliveries, a small freight transportation company that makes local deliveries of products for your customers. You have a total of nine employees—an administrative assistant, two warehouse personnel, and six delivery drivers.

The drivers’ job is pretty straightforward. Each morning they come in at 7:30 a.m., pick up their daily schedule, and then drive off in their preloaded trucks to make their stops. They occasionally will also pick up packages and return them to the Sunrise warehouse, where they will be unloaded and redirected by the warehouse workers.

You have become very concerned with the high turnover among your drivers. Of your current six drivers, three have been working for you less than two months and only one’s tenure exceeds six months. This is frustrating because you are paying your drivers more than many of the larger delivery companies like UPS and FedEx. This turnover is getting expensive because you are constantly having to spend time finding and training replacements. It’s also hard to develop a quality customer-service program when customers constantly see new faces. When you have asked departing drivers why they are quitting, common complaints include:

“There’s no room for advancement,” “The job is boring,” and “All we do is drive.” What should you do to solve this problem?