Canadian HR Reporter - Ontario

CANADIAN HR REPORTER MAY 2018 28 FEATURES RELOCATION / TRAVEL Balancing compliance needs with business traveller experiences How to ensure corporate travel policies can be leveraged for recruitment, retention By Patricia Huska A company's travel policy can play a major role in recruiting and retain- ing top talent. So it's important to know what employees are looking for and to offer them what they want — while bal- ancing safety and compliance considerations. Corporate travel policies are increasingly positioned as a key differentiator for retaining and recruiting talent. And travel managers are seeing a dramatic increase in quality-of-life inqui- ries from travellers, according to Managing the Modern Business Traveller, a 2017 study published by American Express Global Business Travel and the Associa- tion of Corporate Travel Execu- tives (ACTE). In 2017, 31 per cent said they've experienced more inquiries about work-life balance, while 30 per cent said more travellers have asked about adding a leisure ele- ment to business trips, found the survey of more than 170 travel managers around the world. Since travel policy and experi- ences directly impact the qual- ity of the employee experience, there's great strategic value for HR managers to have visibility into travel policies and a strong relationship with their company's travel managers, or the depart- ment that manages travel. A travel policy reveals much about how a company will be per- ceived by potential employees. For example, a cutting-edge travel pol- icy that's easy to understand and takes advantage of new technolo- gies and mobile apps can reflect more positively than one that relies on cumbersome online forms. To ensure a travel policy can be leveraged for recruitment and retention, it's important to understand the needs, demands and preferences of the travelling workforce. Understand the landscape Modern business travellers come with a new set of expectations for their end-to-end travel expe- rience, and they're increasingly seeking out experiences in busi- ness travel that mirror their lei- sure experience. ey have access to powerful, cost-effective and portable tech- nology. As with all aspects of their lives, hyper-connectivity is to be expected on business trips, as is the consumerization of tools and services. Travellers expect flexible programs and are increasingly preoccupied with how to inte- grate business travel with the rest of their lives. ey value personalization, and expect the opportunity to pick and choose or customize their travel experience so it's exactly right for them. ey value the ability to tailor their travel experiences to their specific needs, just like creating their perfect holiday or making a playlist. Non-traditional travel More business travellers are ex- ploring non-traditional travel and accommodation methods in their leisure travel and personal lives, and expect similar offerings in their business travel experi- ences. Usage of non-traditional ground transport is growing, and there's been an increase in travel policies including services such as Uber or Lyft. e same holds true for accommodation options like Airbnb. High value is placed on ame- nities, especially those that help make each part of the business travel experience more efficient, such as free Wi-Fi on planes and in hotels. For this reason, HR should ensure every aspect of a traveller's journey is considered in their company's policy. Even small things such as en- suring preferred properties are within walking distance from a conference or meeting space can leave a lasting impression and in- centivize employees to stay. Not only does it minimize expenses by not using taxis or car service, but it is also a convenience factor. Duty of care is more important than ever, with safety continuing to be a top concern for travellers and a top priority for travel man- agers. More than half of travel managers saw growth in traveller enquiries about personal safety over the last year, and over one- third of travel managers saw an increase in requests for informa- tion about immigration or border crossing in the latter half of 2017, according to the study. Greater uncertainty at borders, economic uncertainty and weath- er concerns are all factors. Employers should review their policy frequently: Does it meet the demands and profile of trav- elling employees and align with company culture? Travel policies are often over- looked and infrequently updated. But a strong relationship with the travel manager or department that manages travel at an orga- nization will ensure travel poli- cies are frequently reviewed and revised — a necessary action for the well-being of the travelling workforce and alignment with company culture. is relationship is mutually beneficial. While travel managers can provide invaluable insights into traveller demands, HR will in turn offer insights into demographics and engagement. Each department can also help each other understand the location of employees and, more importantly, how to communicate with them, which is crucial to ensuring they are safe and accounted for, especially during emergency situations. Driving compliance To encourage compliance and in- crease engagement, educating the travelling workforce is important. Overall, people want choice and they want to understand their op- tions, while feeling well-educated about what they're allowed and not allowed to do. Not only is a well-educated business traveller more likely to have a positive ex- perience from end to end, he's also likely to stay compliant. Day one on the job is not just about providing a new employee with a computer and phone. A good onboarding process pro- vides core, fundamental training on all company policy aspects, including a company's code of conduct, compliance training, corporate cards and, if appro- priate to their role, the business travel policy. To set employees up for suc- cess, training should take place over the course of their first two weeks and continue throughout their employment. Providing this information early on significantly improves how well they under- stand the travel policy, and im- proves their end-to-end business travel experiences. Education drives compliance. While business travellers are more likely to stay compliant when they understand their pol- icy, they should also understand why compliance is so important, and be clear about what happens when they book out of policy. It's crucial that a company's messaging around compliance comes from senior leaders and is multi-faceted. It is important se- nior leaders lead from the top and lead by example. Today, companies are us- ing interesting tactics to drive the adoption of policy, such as gamification, peer pressure or visual guilt. Eighty-five per cent of travel managers point to peer pressure and corporate culture to guide travellers, and others turn to gamification or incentivizing tac- tics, according to Managing the Modern Business Traveller. Eighty per cent use visual guilt to drive compliance, delivering messages via the online book- ing tools that prompt a traveller to reconsider a travel option if a more policy-compliant alterna- tive is available. Keep flexible and up to date As the demands of the travelling workforce continue to evolve, it's increasingly difficult to meet employee needs while also driv- ing compliance and keeping in mind the bottom line. To ensure balance, developing a strong rela- tionship with the department that manages travel at your organiza- tion, and reviewing your policy often, are crucial. Always keep in mind that a good business travel policy will not only increase overall engage- ment, but it will help drive com- pliance, safety and security — al- ways top priorities. Patricia Huska is vice-president of HR at American Express Global Business Travel in Boston. For more informa- tion, visit www.amexglobalbusiness travel.com/ca. Credit: Dragon Images (Shutterstock) LOOKING FOR A SUPPLIER OR VENDOR? Visit hrreporter.com/hr-vendors-guide

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