FEATURE
But travellers have had enough of losing out on their critical career connections . Now , four in five are taking steps to counteract schedule changes , including booking extra time , or ‘ booking buffers ’, for arrival , departure , or both .
At the same time , 91 % of business travellers report cuts to travel flexibility over the past 12 months .
To ensure employees can reach their destination with minimal stress – even amidst timeconsuming disruptions – leaders should grant greater allowances for flexibility . Provisions may include allowing travellers extra time turnaround for each booking , private connecting transport or adding features to tools to allow easy rebooking when disruptions take place .
Offer learning and development opportunities for travel managers
Paul Dear , Regional Vice President – Supplier Services EMEA , SAP Concur
Meanwhile , travel managers are feeling the pinch of unrealistic expectations . Demands could soon leave companies short-staffed in this critical role , with 41 % of travel managers likely to search for a new position in the next year . It ’ s not just travellers experiencing the stress of disruptions , but the administrative and strategic teams at home too .
Leaders should take steps to mitigate the effects of disruption
The effects of travel disruptions are widereaching and difficult to navigate . That said , there are ways that business leaders can help staff manage last-minute delays and cancellations while maximising productivity and ensuring a strong work / life balance .
What data-informed strategies could make business travel more efficient and less stressful ? Based on our findings , here are some recommendations :
Allow greater travel flexibility
Eighty-eight percent of business travellers have been forced to make last-minute changes in the past year due to unexpected delays , cancellations or re-routing . The situation has become so commonplace – and so frustrating – that over a quarter of travellers are willing to decline a trip due to the likelihood of disruption .
According to SAP Concur data , 99 % of travel managers anticipate their jobs becoming more challenging in the next 12 months . Nearly all face disconnects between the tasks they are being asked to perform and the tools , support or budget their company has provided them .
The root of this disparity is the demand placed on travel managers . One-third of managers feel they are expected to take on a more strategic role without additional training or education , causing tension between the expectation of high-quality travel programmes and the increased stress they are experiencing .
As a vital cog in the business travel machine , leaders must ensure managers feel supported – to improve both their wellbeing and retention rates .
Organisations can offer targeted training to support managers in their roles . For example , they might run workshops for strategic tasks like planning , negotiation and budget management , or provide funding for upskilling initiatives to keep staff abreast of new regulations and technologies .
Explore tactical AI implementation
Artificial intelligence ( AI ) is one example of technology that ’ s capable of improving business travel efficiency . Currently , travel managers report administrative disconnects with their tools . For example , more than one-third indicate they
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