Ingrid Siegel, CTIE
INTRODUCTION
Maintaining a professional travel agency team in longevity requires strategic hiring, effective training and skill maintenance, and a commitment to retaining staff through excellence in the workplace experience. Especially in the modern era of the confluence of technology and the accessibility of travel, an agency manager should maintain an open mind regarding the expectations of background and skills of a new hire. Almost any new staff member with the right attitude and a willingness to learn can be trained to do the types of skills required to be a stellar agent. Staff who stay on board for the long haul are those who are cared for and supported professionally, empowered to live happy and meaningful lives because of their jobs, and receive personal attention from their manager such that they are inspired to stay, commit, and grow with an agency team. Hiring, training, and retaining quality travel team members is an art and a science, and requires setting intentions and being clear on expectations, delivering professional promises, embracing resilience and positivity in the workplace and world travel environment, and building and maintaining an excellent relationship with your team members.
HIRING
When I have a position to fill in my agency, first thing I do is set up a staff meeting. I bring together the team to discuss the position. Depending on the position in the agency, I want to hear from the staff regarding the open position. Depending on the current situation at the agency, will depend on why we are hiring. Either we are hiring to replace an advisor, or we are hiring due to an increase in business. I like to get their take on where the need is in the office. They may want to shift some duties around. If we are losing an employee, we will want to evaluate if we need to replace that person or will we absorb their duties and share the work.
I have found that when I meet with the team to discuss the potential need to bring in a new staff member, it creates more inclusivity with the team. It gives the team an opportunity to give their input. I value what they have to offer. I find that listening to my staff makes me a better leader.
Setting Standards and Expectations for New Applicants
Define the traits and job skills you are looking for in a new hire. Do they need a college degree to do the job? Probably not. But having a college degree, shows that they educated, committed and able to complete a project. This does not have to be a deal breaker, just something to consider.
Are they willing to be a salesperson? If they tell you they do not want to be in sales, then they probably will not do the job well. They must be able to close a sale. Role playing with the interviewee is a good way to get a sense of how they interact may interact with a customer. Are they able to comfortably talk with a potential client on the phone and show confidence with their communication skills? They might be tech savvy, but not have very good communication skills. A more mature candidate might be a better communicator, while possibly lacking some tech skills.
They must be able to accept constructive criticism and be willing to make corrections when asked. This is where a “seasoned travel advisor” make struggle if you are asking them to do things differently independent: The candidate must be able to work independently when given tasks after they have received the proper instructions, without constant supervision. It will take time for them to develop the skills that they will need. You cannot expect a new hire to sit at a desk and just start doing the job on their own.
It becomes more difficult to get a good reference from a past employer. They are very limited on what they can say about an employee, other that confirming that they worked there, for how long, how much did they make, and would they hire them back. You also must have the candidate sign a release of information before an HR person can talk with you.
There are a few good questions that you may ask that may help you in deciding if they will be a good candidate for the job. Why do you want to become a Travel Advisor? You want to make sure they understand what the job entails and that they are not going to be traveling around as part of the job. What do you think will be the best part of the job? If they can articulate that they love to be a planner and love learning about places in the world, they might have some good attributes for the position. What scares or concerns you the most about changing careers? Most likely your candidate is are coming from a totally different industry. Where do you see yourself in five years? Of course, most candidates will want to say that they will be with your agency, you hope. Some may be honest and tell you their dreams and it may not include staying. That is when you must really see their intentions and decide if you are willing to hire them knowing it may not be for long term. What will you bring to the team? Explore with them the skills they have that will be an asset to your agency. They may have technical skills that you will find of value. You may have a team of vey seasoned travel advisors but no one with strong technical skills. Bringing on a new person with such skills can be very beneficial to your agency. Utilize their skills and have them teach the team.
Presenting a Clear Job Description, Compensation, and Benefits
It is very important to be clear to the new hire what they can expect in their new career. Understanding the details of the position is key. It is important to clearly identify the task that they are to carry out. As they grow in the agency, they will be expected to acquire more skills and execute more tasks. When a new hire understands the full scope of the job, everyone will benefit long term.
What type of skills and experience are required for the position? What would be the minimum skill set that you would consider hiring this person? Some people can be taught new software programs, especially if they have experience using other programs. It can be difficult teaching someone that has very little PC experience.
This would include base salary, benefits (medical, dental, paid vacation, travel allowance, bonuses, commission share that you may be including.) You must implement a plan of compensation that is clear and easy to understand. Setting realistic goals and empowering your new hire to reach them is key.
New Era, New Strategies
Filling a vacancy in your travel agency is no easy task. There are not many skilled travel advisors seeking employment in the industry. Travel advisors that leave their current agency have decided to change careers or retire. A reason they may switch agencies would be compensation and or environment. If they were offered a higher percentage of the commissions, they might consider moving to a new agency. Because of the technology that is available in the travel industry, many advisors can now work from anywhere. If they have relocated, they do not have to lose their ties with their current agency.
By the early 2000, finding an experienced travel professional that was seeking a job was hard to find. I realized that I needed to find “New to the Industry” candidates. Now I also advertise for a Dynamic Sales Career in an exciting profession. I do not specially state out that it is a Travel Advisor Position. I do not make that my focus of the listing.
You may go through several new hires before you get that one that really stands out. Hiring the right person and keeping them is key! I have been very lucky to have my last three new hires still with me. None of them came from the travel industry. However, they have embraced the industry and comfortable with their new journey. One was a bookstore manager with a degree in anthropology and lived in the middle east during high school. Another had moved over from the UK and they managed a small Trader Joe’s type grocery store. My last hire worked was a customer service help technician with a local software management company.
TRAINING
It very important that you offer to your new hire a detailed and well‐organized training program. This will help your new employee feel confident that they are on the right track to learning new skills in the industry. I have personally experienced chaos in a situation where I accepted a position with an organization. I was not given the clear information as to what was expected of my new position and what duties I need to carry out. I originally did not give it a second thought. Then I realized how hard it is to be effective and carry out your duties if you were never given the proper guidelines, regardless if it is a paid or a volunteer position. I found myself very disinterested in my position with the organization due to the lack of leadership and coordination of duties. This can happen in the workplace. As the leader, it is your responsibility to make sure everyone knows what is expected of them. Otherwise, people may become disenchanted with their job and will most likely not want to stay. No one wants to continue to show up at work and not feel confident in what they are expected to do.
As a member of the Signature Travel Network, we have access to a wide range of “New to Industry” resources. In addition, Signature Travel Network offers a New to Industry Boot Camp that encompass many facets of the duties of the Travel Advisor.
RETAINING
Understanding the needs of your staff is key. Creating a work environment that is both physically and emotionally heathy is essential.
Offer and encourage continuing education to your staff. The more knowledge, the better. It also them grow and keeps them engaged.
Offer flexibility in scheduling. It is important that you allow for your staff to attend special events with their families. Happy families make happy employees. Work out a time swap where they can have the opportunity to make up their hours by coming in early or staying late. They may be able to make up the time while working from home.
Offer incentives that enables them to earn the salaries that they want. Ask them how much they would like to earn and set up a plan so they can be successful. Establish short‐ and long‐term goals that are realistic. Make sure you offer them the tools to achieve their goals. Make sure the goals and compensation are equitable with all the sales force. Be consistent and flexible.
Finally, communicate on a regular basis with your staff. Address “issues” when you hear about them and deal with them right away. It is important to have regular staff meetings and ask for input from your staff. If you make them feel that their opinions and ideas count, they will feel respected.
CONCLUSION
Don’t’ be afraid to look beyond the traditional travel advisor candidate to fill your position. A candidate with strong communications skills, a good knowledge of geography, the ability to sell, along with the desire to be in the industry has much potential. The industry has changed so much n the last ten years and so has the advisors. Fortunately, the industry is much more recognized a true profession.
Make sure you have a well written training program. This is very important to help your new hire succeed. Also, it can be used to help re‐enforce office procedures with existing staff.
Be open to new ideas. Sometimes you can learn from a new hire. Perhaps they bring to the table a new or different perspective that you might not have thought of.
Good communication is key in maintaining peace in the office. Make sure when you implement new ideas and changes that you involve your staff. Explaining why and how, will help them understand the reasoning behind your decisions. I know personally when I understand the WHY, it makes it easier to accept the change. Do not forget the HOW. If you are going to make a change, make sure everyone understands how it will be implemented.
