Op-Ed: Disasters Underscore Management Value
The recent disasters of Hurricanes Katrina and Rita have created havoc for many organizations. Those directly affected have turned their attention to faith,families and loved ones. The rest of us turned our thoughts to those affected,not our own interests. Amidst these circumstances, well-managed travel programs eased some stress on both the travelers and their companies. Travel managers around the country demonstrated their value and importance.
Travel managers and their departments were the first place to turn for employees and companies attempting to cope with the situation. Their initial response, and sole focus, was to identify traveler locations, along with any at risk situations.
Travel managers coordinated with their key suppliers to bring their travelers home as quickly and safely as possible.
Travel managers are becoming the central point of control for new travel policies, tracking employee movements and installing and monitoring new company security procedures.
If ever there was a time to recognize the strategic importance of travelmanagement, it is
following these recent events. There are important lessons to be learned during these difficult times. Here are a few:
•Travel policies that are followed benefit everyone. Allbookings through the designated channel(s) had the greatest likelihood of receiving prompt company communication. Bookings with preferred suppliers
afforded the travel department its best chance to assist the traveler.
•Agency consolidation works. Having all travelers book through one source allows travel managers to quickly ascertain the whereabouts of the majority of their employees.
•Streamlining suppliers helps. Information-gathering is faster and more accurate when working with smaller numbers of suppliers via
defined channels.
•Booking through the designated agency matters. The value of knowing the location of company employees was paramount (especially when compared with potentially saving some money by booking on the Internet, thereby eliminating the company's ability to contact the employee). Employees who booked their hotels through the appropriate channels could be contacted and informed of specific company developments.
•Security changes need
a focal point. The point of booking is the most expedient place to affect such changes.
•Preferred vendors are vital. Working with some of their best vendor partners, travel managers were able to assist their travelers with hotel rooms, rental cars, etc.
•Internal relationships are important. The ability to work with other departments (corporate security, corporate communications and IT) impacts the travel department's effectiveness.
•Disaster recovery planning is crucial.
Travel managers who planned for emergencies (with both the agencies and the internal travel department) were able to react quickly.
Travel managers who have not yet consolidated their programs should note the value points previously described. These advantages can be highlighted to your company in this time of heightened alert. In the near term, travel managers should prepare a gap analysis of their programs to present to senior management. Attention should be given to all components of the managed travel program (from policy to reimbursement). Travel managers have much to
contribute as companies reassess all facets of their business travel.
Travel programs that are consolidated should take careful note of the assistance they provided during these crises (along with opportunities to improve). Inventory the results in helping travelers, whether in getting a traveler home, assisting with hotel arrangements or
comforting the employee's family. Record the savings as a result of your preferred vendor partners' assistance. Summarize any kind words offered by travelers or their families during this crisis.
When the company's focus returns to the travel department, be ready to detail the travel department's role during the difficult times. Ensure the company at large comprehends the contribution. Be sure to thank each person (including your preferred suppliers) that assisted the company in doing the job.
Managed travel programs, and their industry partners, should be proud of their collective teamwork. There is much to build on, and the stature of travel management can only grow as a result.
Will Tate is vice president of travel management consulting firm Management Alternatives Inc.