Trip Friction and Traveler Burnout
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Transcript of Trip Friction and Traveler Burnout
Travel Data Made Brighter A Gillespie+Diio Venture
Trip Friction™ and
Traveler Burnout
Companies spend about the same
on travel as
they do on turnover: 1-2%
1) “Retention of Key Talent and the Role of Rewards”, Scott, Hay Group, June 2012. tClara analysis 2) WorldatWork's "Survey of Bonus Programs and Practices 2014"
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of revenues1
The use of sign-on bonuses is at an
all-time high2
Recruiting and Retention Problems
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U.S. business travelers avoided taking 2.7 trips
on average last year due to the hassle of air travel¹
International travelers submit 80% more health claims than non-travelers2
1) U.S. Travel Association survey, June 2014 2) Occupational and Environmental Medicine, May 2002
Traveler Burnout Problems
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Is too much
travel hurting your
business?
Travel Policy 5 Star 1 Star
High
Costs
Supplier Cost
Source: Scott Gillespie
• Lost productivity • Reluctance to travel • Negative impacts on recruiting & retention •Traveler health issues
Total Trip Cost
Lowest Total Cost
Human Cost, or Trip Friction
The Total Trip Cost Is What Matters Supplier Cost + Human Cost = Total Trip Cost
tClara measures traveler wear and tear with Trip Friction™ points
6-hour non-stop in Business Class, arriving home on Friday afternoon, after 2 nights away
Trip A 6-hour red-eye flight, with a 4-hour layover, connecting on a regional jet, both legs in Coach, arriving home on Saturday afternoon, after 5 nights away
Trip B
300 Trip Friction
Points
1,000 Points
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Compare your program’s Trip Friction levels to the benchmark:
Use Trip Friction to spot business units with higher travel-related retention risks
767
322
205
540
Sales Field Service R&D Exec Ofc
Average Trip Friction Scores by B.U.
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Use Trip Friction data to improve Human Capital Management
Trip Friction Level
Very High
High – Med. High
Medium or Low
Circles represent employees High Value Talent at Risk?
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Step 1 – Identify two cohorts of travelers
P. 10
Use Trip Friction analysis to categorize travelers objectively
Top 15%
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Travel Impact Metrics Turnover
Engagement Scores
Health Costs
Sales
Productivity
HR
Business
Step 2 - Choose metrics that matter, and build a fact base from each cohort
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P. 12
Travel Impact Metrics
Turnover
Engagement Scores
Health Costs
Sales
Productivity
Customer Satisfaction
High Friction Travelers’
Differences +9%
-11%
+7%
-12%
-8%
+15%
Step 3 - Then test for differences between the two cohorts
HR
Business
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P. 13
Step 4 - Develop mitigation strategies for this key group of travelers
Less
Travel
Easier,
Safer,
Healthier Travel
Trip Bonuses
Recognition,
Gamification
Support,
Counseling
High
Friction
Tiered Policies Traveler-specific
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Actionable insights for improving retention
and productivity
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Easier/faster expense reimbursement 76%
Better quality hotels 69%
Less use of my personal time, e.g., evenings, weekends 63%
Better trip planning, e.g. advance notice 55%
Access to more airport lounges 49%
Fewer nights away 45%
Better mobile apps for traveling 40%
More time during a trip to exercise or relax 33%
More/better sleep on nights away from home 33%
Fewer delayed flights 29%
Higher airline, hotel status 22%
More paid time off, e.g. a travel recovery day 19%
Fewer hours on a plane 17%
Easier/faster way to shop and book travel 17%
Upgraded cabin 15%
Better meals on the road 12%
Faster transit through airports 9%
Extra Frequent Flyer miles 7%
Take spouse/Sig Other along 6%
Less anxiety about flying 5%
Better ground transportation 4%
Less lost/delayed baggage 3%
More security while traveling in risky areas 2%
Ask your high-friction travelers what they want
Illustrative
Modify travel policies
Address individual needs
Ways to Use Trip Friction • Score all travelers within the firm to identify those at
highest risk of travel-related burnout • Benchmark against tClara’s Trip Friction database • Organize an industry peer group benchmark study • Analyze the business impact of high-friction travel by
measuring key business metrics • Survey high-friction travelers:
– How sustainable is your recent pace of travel? – What would make your travel easier/better/safer?
• Modify travel policies and traveler culture • Develop case management tools to mitigate risk of
high-value employees burning out on travel • Other ideas?
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Contact
Scott Gillespie Managing Director
(O) +1 440 248 4111
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