[ad_1]
Analysis of the answers to two questions—about recognition and fair pay—suggest that four in 10 travel managers are more or less content in their role. Specifically, 43 percent said they feel adequately recognised and 44 percent believe their salary relative to their responsibilities is equitable or a fair exchange.
Looking at pay alone, however, a similar number (43 percent) believe their salary is low for their responsibilities. And only 13 percent said they are paid well for their responsibilities—the majority of whom were among the higher-earning respondents.
Despite some ambivalence regarding recognition from their employers, a clear majority (77 percent) of travel managers have a long-term focus in their current role and more than half (54 percent) expect to be with their existing employer in the same or a more advanced position in two years’ time.
Demonstrating value
Survey comments also demonstrated abundant concerns about employers not understanding the role or value of the travel manager and of the travel program itself, with NDC and content fragmentation exacerbating the issue.
One travel manager said their biggest challenge was “changing the leadership’s perspective on travel” and “not being able to implement [a] responsible travel [program] because it is still only considered as a cost center”.
Another travel manager said they spend too much time “convincing the board and the traveler of the benefits of having a corporate travel program.” Others complained about “incompetent management who know little about travel” and of executives who “only see the subject in relation to their personal objectives.”
“The [travel manager] role isn’t valued and distribution landscape disruptions don’t help us demonstrate our value to management,” noted one survey respondent. Others complained about the reduction of airline content through GDS channels, changes in airline retailing and distribution, and deteriorating access to content via TMCs.
“NDC servicing is not ready, yet airlines are removing further content,” one travel manager observed, while another reported an “increase in the volume of queries related to fare inconsistencies across different channels.”
Clarivate’s Woodliffe agrees that supplier relationships have shifted post-Covid. “The surge in the leisure market… has redirected vendor focus, often overshadowing the corporate segment. We have had to work harder to engage with vendors and proactively remind them of our continued presence and value.”
Cost concerns
The challenges of rising travel costs on the one hand, and the need to drive down costs on the other, drew more commentary from survey respondents than any other area.
Travel managers reported “drastic price increases”, “soaring hotel rates” and a “surge in ticket prices” while others obliquely pointed to the impact of inflation. One respondent noted their company had adjusted its travel policy—by removing certain allowances—in the face of spiralling costs.
Several travel managers also complained of difficulties negotiating rates with suppliers and of lingering service issues. “I’m constantly pulled into operational matters due to poor TMC performance,” noted one respondent.
[ad_2]
Source link