OP-ED: Travel Managers Underscore Their Strategic Importance

The unthinkable has happened. The world is different for everyone, forever. Our priorities have turned to our faith, our families and our loved ones. What was so terribly important is now very difficult to focus on. Our first thoughts were with those affected, not our own interests. In light of these circumstances, it is difficult to turn our focus to our jobs and our contributions to our companies, but we must.

Well-managed travel programs have eased the stress on both the travelers and their companies. Travel managers all around the country have demonstrated not only their value but also their importance. Consider the following:

Travel managers and their departments were the first place to turn while companies attempted to cope with the situation and their employees. 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 company security procedures.

If ever there was a time to recognize the strategic importance of travel management, it has been over this past six weeks.

There are important lessons to be learned during this difficult time. Here are a few:

• Travel policies that are followed benefit everyone—all bookings through the designated channel(s) had the greatest likelihood of receiving prompt company communication. Bookings with the preferred suppliers afforded the travel department its best chance to assist the traveler.

• Agency consolidation works—having all travelers book through one source made it possible for these 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, logical 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) impacted the effectiveness of the travel department.

• Disaster recovery planning is crucial—travel managers who planned for emergencies (with the agencies and the internal travel department) were able to quickly react.

Travel managers who have not yet consolidated their programs should note the value points previously described. These advantages, while well known to our industry, 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, and prepare to present these opportunities 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 your assistance during this crisis (along with opportunities to improve). Inventory your 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 your department, be ready to fully detail your role during the difficult times. Ensure that the company at large comprehends the complete extent of your contribution.

Be sure to thank each person, including your preferred suppliers, who assisted you in doing your job. You couldn't have done it without them.

As our priorities reorder themselves from tragedy to living our daily lives, we will increase our focus on work and the work to come.

Travel managers, 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.

Mark Walton is a principal at Consulting Strategies of Houston.