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"

Travel Data Made Brighter

A Gillespie+Diio Venture



of revenues1

The use of sign-on bonuses is at an

all-time high2

Recruiting and Retention Problems

http://www.worldatwork.org/waw/adimLink?id=75444


A Gillespie+Diio Venture 3

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



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





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.



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?



Step 1 – Identify two cohorts of travelers

P. 10

Use Trip Friction analysis to categorize travelers objectively

Top 15%



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



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



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



Actionable insights for improving retention

and productivity



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?



Contact

Scott Gillespie Managing Director

[email protected]

(O) +1 440 248 4111



mailto:[email protected]

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