Last Updated on: March 11, 2024 at 9:50 am
Business travel can be straight-up exhausting. Between packed itineraries, living out of suitcases, and nonstop work demands, work trips are straight-up exhausting now. No wonder travellers feel stretched thinner than a budget airline seat.
Companies may voice support for employee well-being, but their corporate travel policies often reveal otherwise. When push comes to shove, dollars and cents still take priority while travellers’ needs get sidelined.
Let’s rethink how to support traveller wellbeing. They’re employees, not robots.
In this article, we'll take a look at:
Several factors contribute to the seeming disconnect between a company’s valuation of traveller wellbeing and the experience of business travellers today.
In a survey we conducted, managing costs was by far the top priority for travel managers. Well-being ranked near the bottom of the list.
While cost control makes good business sense, an overly stringent focus on cost reduction can negatively impact the traveller’s experience.
Tactics like enforcing low-cost supplier options, restrictive travel policies, and inflexible changes often translate into greater hassles and frustrations for the traveller.
Based on our survey, there is often no clear owner responsible for business travel programs. Human resources was most commonly cited at 22.8%. However, the third most common response was “no specific department,” at 15.8%.
Without clear program ownership, policies relating to traveller well-being lack cohesion.
Therefore, with no one person or department ultimately accountable, well-being elements like traveller satisfaction tracking, crisis management protocols, and post-trip slip through the cracks.
Travellers themselves rank low in priority
Though companies may voice well-being as a priority, travellers themselves often rank low in the pecking order when travel management decisions are made. Supply chain logistics, approvals processes, and reporting take precedence over individual traveller needs.
This leaves travellers feeling like an afterthought. In turn, they’re less engaged in the travel program and more likely to find a workaround that undermines travel program optimization.
Bleisure trends underscore the disconnect
Bleisure travel – the blending of business and leisure trips – is on the rise. However, companies rarely have formal bleisure policies.
In one survey, only 37% of travellers said their company permitted bleisure travel. Of that group, over half said managers made decisions on a case-by-case basis.
This underscores the broader lack of traveler-focused policies. It also leads to perceptions of unfairness, as some employees get bleisure approved while others don’t.
Burned-out employees underperform compared to happy, engaged ones. Traveller wellbeing can no longer be dismissed – organisational success depends on it.
Research confirms frequent work travel degrades mental and physical health over time. Heavy corporate travel correlates with the following:
These consequences are alarming and require organizational action before staff health deteriorates further.
According to experts, employees travelling 6+ times monthly have an extremely high burnout risk. Why does frequent travel set the stage for burnout? Consider:
Multiplied across dozens of annual trips, burnout becomes almost inevitable without intervention.
Here is an alarming sequence triggered by unmanaged travel stress: burned-out employees disengage as corporate travel sours their employer perception.
Motivation evaporates once loyal team members detach, and seeking new jobs ensues. Resentment brews. By neglecting staff on the road, companies risk losing top talent after they quit.
A proactive focus on traveller well-being could prevent this scenario of damaged engagement and attrition. Support employees better, and they stay loyal.
Mentally exhausted travellers space out in meetings, procrastinate on work, and overall perform worse. Can anyone blame them?
Operating in perpetual motion across time zones with no familiarity takes its toll. Cognitive resources travellers would devote to skilled work instead of getting depleted by logistical strains.
Unabated, this downward productivity spiral harms organisational outcomes. But modest investments in traveller support could reverse the tide.
Though cost control and efficiency matter, companies must pursue these goals in a way that supports travellers’ well-being. Here are some best practices to consider:
Savvy managers boost traveller satisfaction by tracking key experience metrics and rewarding improvements. Helpful indicators include:
Tying incentives to human-centred metrics balances costs with experience. The data signals how well travellers are coping.
When were travel policies last critically evaluated? It pays to reassess if policies have grown overly restrictive or dehumanizing periodically.
Review areas like:
Modify policies with care and empathy for travellers. They will appreciate the effort.
Progress starts by listening first. Open channels for candid traveller feedback through:
Reaching out demonstrates a genuine commitment to the traveller experience. Critical insights can then guide enhancements.
Alleviate travel planning hassles by providing complimentary concierge services to handle logistics for employees. Remove tedious duties like booking travel and researching destinations from their plates.
For on-the-road support, supply a 24/7 phone line when crises inevitably occur. This real-time guidance brings peace of mind.
Discourage back-to-back trips without any meaningful breaks between. Road warriors need time to recharge both physically and mentally.
Even incorporating small recovery periods helps – suggest employees add an extra day or two between packed itineraries.
Help travellers stay healthy and energised while travelling. Offer wellness perks like:
Even small touches make a difference in demonstrating support.
Institute clear, consistent policies for bleisure and work-life balance so travellers understand expectations. Establish fair rules so all get equal opportunities to integrate downtime.
Set boundaries around trip extensions to prevent overwork. I recommend that employees fully disconnect from outside working hours while travelling.
Structured policies, not one-off exceptions, prove work-life balance matters.
Ensure travellers have emergency assistance services wherever they go. Monitor destination risks like disease or crime to guide staff appropriately.
If crises occur, have protocols to quickly locate and aid impacted travellers. Do not leave safety to chance.
For true cultural transformation around traveller care, involvement at every level is vital.
Rally all departments behind a shared goal – to curb road warrior fatigue for good. Lead with compassion.
In today’s fast-paced business world, the well-being of employees must be a top priority for any company. Business travellers often face unique challenges and stressors that can impact their physical and mental health.
That’s why businesses must invest in solutions that prioritise their employees’ well-being during business trips.
Here at TruTrip, we understand the importance of providing a seamless and stress-free travel experience for all business travellers. Our innovative travel management platform not only streamlines booking processes but also offers features that help HR leaders promote well-being, such as trip insurance and real-time safety alerts. Wanna see it for yourself? Request a demo or start a free trial today.
TruTrip streamlines booking, management, and reporting for hassle-free business trips.