You know you’ve done an excellent job making travel arrangements for the executive you report to. From triple checking the itinerary to reconfirming all the ground, air, and hotel bookings, you feel confident it all should go off without a hitch.

But what do you do if an unexpected flight disruption derails your best-laid plans? After all, flight delays and cancellations can happen anytime as a result of Mother Nature, aircraft mechanical issues, or travel bans. Without the right resources, they can be an absolute nightmare to deal with – especially if it’s a larger disruption that impacts multiple flights like we experienced in 2020.

And what if the flight gets canceled when your executive team is traveling in a different time zone and it’s the middle of the night back home? Must you be woken up at 3 a.m. and scramble to rebook their trip?

Fortunately, there is a better solution. Proactive Traveler Care™ (PTC) from American Express Global Business Travel (GBT) is a flight disruption service that can act like your very own travel assistant, handling these annoying issues without any sort of intervention required on your end.

Proactive Traveler Care uses cutting-edge technology to monitor travelers’ flights in real time, anticipate all types of disruptions proactively, and automatically contact your impacted executive team to help with airfare tracking and rebooking assistance. This way, they can have their travel rebooked quickly and easily — all without having to reach out to their assistant (i.e., you). You can think of the service as an assistant for the assistant!

The way it works: When a company is enrolled in Proactive Traveler Care and travel has been booked through GBT, our technology proactively monitors travelers’ flights closely around the clock so that the moment a flight disruption occurs, we can respond swiftly. If there is a flight delay of over 120 minutes, a cancellation, or a possibility that a traveler may miss their connection, a notification will automatically be sent to the traveler via email, text, or the Amex GBT business travel app to see if rebooking support is needed. For example, if the traveler replies “yes,” then a travel counselor will reach out to them directly and offer assistance.

Our travel counselors are available 24/7 and can help with rebooking requirements, whether that means rescheduling the flight only or having hotel and/or ground transportation reservations rebooked as well. Our counselors also work with travelers to make sure they travel the way they wish and have access to all their booking preferences, so they quickly can suggest a new trip without having to talk to the impacted passenger.

Whether an executive prefers to wait to make that 10-hour trip when a business class seat opens up or they prefer to get home on the next available flight and don’t care where they have to sit, Proactive Traveler Care helps make that rebooking happen quickly and seamlessly, ultimately helping to give you peace of mind — and a restful night’s sleep — when your executive is out of town.

As you begin making travel arrangements for an executive again, we want you to know that we are here to help you help them – and not only for rebooking assistance. We are known for our exceptional traveler care support and go above and beyond with all aspects of a trip. To learn more about the different ways we can support you with your travel management tasks, check out this other Atlas article that outlines the details you should consider when planning a trip for a senior leader.

The COVID-19 pandemic has intensified the growing corporate focus on employee wellbeing. However, while many travel managers routinely talk with their stakeholders across the organization on topics such as policy, cost, and traveler service, only a minority engage stakeholders on the topic of employee wellbeing. And when wellbeing is on the agenda, discussions tend to be limited to the business trip itself – rather than considering the wider impact of the trip.

Fortunately, a new white paper from American Express Global Business Travel entitled “On the Road to Wellbeing” sets out an actionable five-step approach to help travel managers put employee wellbeing at the heart of the travel program. Our aim is to elevate traveler physical and mental health and provide useful talking points that travel managers can use to initiate conversations with their peers across the business on this important topic.

Learn more by downloading the full report.

 

Contemplating traveling in the near future? What can you expect when you venture out to an airport, train station, or hotel? How will the COVID-19 vaccine impact traveler requirements?

In the below Q&A, Marilyn Markham, head of the Salesforce Center of Excellence at American Express Global Business Travel, shares her insights on what you need to consider when traveling during the pandemic and what travel may look like as the COVID-19 vaccine becomes more widely available.

Q. How has travel changed since COVID-19 first began?

Marilyn Markham: What has happened is each of the travel suppliers has taken it upon themselves to try to provide a sense of safety and take measures to protect travelers. From there, what we’ve seen is a lot of cleaning measures. You have probably seen many travel companies, whether they are airlines, trains, or hotels advertising how clean they are. If you have traveled since the beginning of COVID, you will see that a lot of the common spaces have either been shut down to avoid congregating or you have markings on the floor to promote social distancing.

Q. What should I investigate before I leave for my trip?

Marilyn Markham: If you are not informed about the requirements, you might not be able to travel. It’s become as simple as that. Some airlines will not let you travel if you don’t have a mask. Some of them do provide a mask; some do not. You may not even be allowed into the airport or the train station without a mask on. Depending on the country where you are going, they do require various levels of certification, testing, or even downloading of a contact tracing app that you need to be aware of and have to have done before you leave. So definitely get informed. Don’t travel blind and assume the best. Check for everything you usually do as well as the new safety measures.

Q.With COVID-19 vaccinations underway, what immediate impact will that have on domestic and international travel?

Marilyn Markham: There is such a pent-up hunger to go somewhere – anywhere outside their four walls! I believe now it’s going to be a game of restrictions and safety. Qantas already has said it would only allow people to travel who have been vaccinated once the vaccine is widely available. I thought that was really interesting and was wondering who else would go that route? I expect countries will do the same thing. Pre-COVID, traveling to a certain destination, there was already a health requirement that you be vaccinated against a list of different ailments. I expect that coronavirus will just get added to the list for many countries and will become a requirement for entry.

So, it’s important to inform yourself before you go. You can use our Travel Vitals™ search tool, which is available to everybody. It’s simple to use. You can plug in the airline you are using, the car company, the rail company, hit “enter,” and it will give you a full briefing of every touch point – countries, states, suppliers – everything that you need to know!

Check out this demo on how to use Travel Vitals on the Amex GBT Mobile app.

 

Times have changed, but business travel is still essential to many companies throughout the world and the majority of business travelers still prefer face-to-face meetings over video calls, a new report from Globetrender finds.

Co-produced with Business Traveller magazine and in association with American Express Global Business Travel, “The Future of Business Travel” combines insights from an in-depth survey of more than 2,000 business travelers and analysis from Globetrender to offer a snapshot of traveler behaviors and trends for the next 12 to 18 months.

Highlights from the report include:

  • Top trends that likely will shape business travel.
  • Business travelers’ sentiment toward traveling and visiting clients face-to-face.
  • The precautions business travelers are taking to stay safe.

To learn more, click the image below.

 

The background noise. The awkward silences. The constant worrying if you and your surroundings are presentable. Interacting via a video call certainly is a different experience than interacting face-to-face. While Zoom and other videoconferencing tools have proven to be a life-saver in 2020, we’re pining for more face-to-face moments where we can conduct business more naturally and feel like humans again.

As Andrew Crawley, chief commercial officer for American Express Global Business Travel, said in an interview with Globetrender, “Videoconferencing has been very useful, but we have all been operating in a diminished state. Many of our clients have talked about how video technology has helped them ‘get by’ – but serious companies and organizations don’t want to just ‘get by.’”

We are not the only ones with this point of view. Many studies and experts validate what we’re saying – that video calls can be good for work but ultimately bad for business … and our well-being. Here’s are 10 reasons why:

1. We’re missing out on a lot of nonverbal communication that humans rely on for positive interactions.

Having a conversation is about much more than the words we’re saying. Studies show that up to 93% of communication is nonverbal. On an unconscious level, gestures, tone of voice, facial expressions, and body language help us interpret what is happening.

In a group meeting, we’re “not only following the cues of the speaker, but it’s often the side glances, eye rolls, and shrugs between our peers and other participants that offer direction and nuance to the tenor of a meeting,” Silicon Valley entrepreneur Steve Blank wrote in a piece for Medium.

A lot of subtle cues get lost on video calls because of the nature of the technology.

“Videoconferencing apps just offer a fixed gaze from one camera. Everyone is relegated to a one-dimensional square on the screen,” Blank said. “It’s the equivalent of having your head in a vise, having been wheeled into a meeting wearing blinders while tied to a chair.”

2. It’s impossible to have direct eye contact, which can hinder our interactions as well.

According to this Business Insider article, eye contact is one of the most effective ways to make people feel recognized, understood, and validated. Deeply rooted in our DNA, eye contact lets us know listeners are paying attention to us, can sway others’ opinions, and help people remember your words – all crucial for building trust and rapport in business.

Yet, as Western University PhD candidates Anna and Wuyou Sui point out in an article published by The Conversation, it’s impossible to achieve direct eye contact via current video technology. To give it to the person (or people) on your screen, you need to look at your camera, but to receive it, you need to look at their eyes on your screen. Sometimes, the people you’re speaking with aren’t even visible because they have video-sharing turned off, so you don’t know for sure if they’re looking at you or listening to what you’re saying.

3. They make us more self-conscious, which can shake our confidence in meetings.

It can be unnerving for us to see our own faces as we’re having a conversation. There can be a constant sense of internal judgment on how we look.

As cyberpsychologist Andrew Franklin explained to Insider, this may stem from a phenomenon that first occurs in adolescence called the “imaginary audience” – this belief that individuals around them are paying attention to every move they make.

“That imaginary audience phenomenon doesn’t necessarily go away [in adulthood],” he said. “People become extremely self-conscious and think that eyes are on them when, in reality, they’re not being scrutinized or criticized to the extent that they think they are.”

Yet, it seems many are more preoccupied with their appearance than the business at hand during video calls. Plastic surgeons around the world are reporting a surge in bookings with people concerned how they look on a computer screen. One type of surgery even has been dubbed the “Zoom neck lift.”

4. They cannot capture the dynamics of office life.

As Elizabeth Sander and Oliver Bauman, assistant professors at Bond University in Queensland, Australia, explain in an article in The Conversation, in-person meetings are essential office rituals that can provide comfort, put us at ease, and help us build a rapport.

As they note, when at the office, you may catch up on the way to a meeting or discuss your views before heading in. You can also pop over to someone’s desk when you need to align on a project or bounce an idea off a colleague. While there may be some small talk at the beginning of a video call, often there’s just silence as employees try to finish up a quick task while waiting for stragglers to join in.

5. They can make conversations awkward.

With face-to-face exchanges, you can have a perfectly comprehensible conversation where multiple people interrupt each other, thanks to body language and other social cues.

As Laura Dudley, a behavior analyst at Northeastern University, explains, “During in-person conversations, a person’s gestures – such as a sharp intake of breath, leaning forward, or making eye contact with someone – indicate to us that they’re about to speak.”

However, with video, such cues are lost, leading to a disjointed conversation or people opting not to speak at all.

There may also be awkward moments of silence, which can make people uncomfortable and negatively shape our views of others. A study by German academics showed that a delay of just 1.2 seconds on the phone or conferencing systems made people perceive the responder as less friendly or focused.

And the reality is, participants likely are less focused. Video calls can be distracting. Small things like people rifling around their desks, lagging connections, and background noise can steal people’s attention. Or their mind may wander to what’s happening in their own background, such as screaming kids, barking dogs, and ringing doorbells.

6. They make difficult conversations excruciating.

Remember earlier this year when some companies conducted group firings over Zoom and disabled the audio on the employees being let go? Unfortunately, we’ve seen more layoffs like those in 2020.

Video calls stink as a vehicle for delivering bad news since it’s challenging to convey empathy in a pixelated format.

“Employees [are] being told to get on Zoom at a particular time. They may be put on mute. They can’t ask questions. They can’t process it. It feels very dehumanizing,” commented psychologist Elizabeth Lombardo. “It’s tough to be fired anyway, but in this way, it causes a lot more distress.”

7. They make it harder to pitch and seal deals.

According to a report by Globetrender, 60% of business travelers say most deals and decisions cannot be made virtually. Furthermore, Ovum found that 30% of sales professionals believe that their web conferencing tools hinder sales.

Eric Goldmann, who frequently travels for his role as a healthcare technology sales executive, told the Wall Street Journal that more clients cancel on him with little notice when it’s a virtual meeting, something that rarely happened when he traveled to see them. On Zoom, he also finds it harder to sniff out what he calls the “anti-sponsors” who could derail a deal.

The actual delivery of the pitch is also trickier via video. As Chris Pash of AdNews said, you can’t just walk in, read the room, and adjust the content and style to match the body language and expressions of the prospective client. You also can’t stand, project your voice, point, smile, and frown – all strategies salespeople use to radiate empathy and create a human-to-human connection.

8. They strain our physical and mental well-being.

Zoom fatigue is an actual thing. Because we need to work harder to process nonverbal cues, we can feel drained after a marathon day of video calls.

“Our minds are together when our bodies feel we’re not. That dissonance, which causes people to have conflicting feelings, is exhausting,” said Gianpiero Petriglieri, an associate professor at INSEAD who focuses on development in the workplace.

It also can be exhausting to view people in that “Brady Bunch”-style gallery view, which can challenge the brain’s central vision.

Nonstop video calls also can cause eye strain and headaches.

9. They shine a spotlight on social inequalities.

As highlighted in The Guardian, social inequalities are stark on a screen when faced with a direct link into people’s homes. Background graphics on Zoom are one fix. But as Sara Chandran, a diversity and inclusion consultant, pointed out, employees may “be self-conscious about the state of their living spaces, especially if they are renting in house shares and fighting to find an area to quietly work in. That’s likely something they won’t want to share with their bosses.”

There is also the issue of how video calls can prioritize more vociferous speakers.

“The person who speaks loudest can often command the most space on video calls because they can just ignore the others, so it makes it much harder for people who are anxious to participate,” said Chandran.

This dynamic, the article explained, could affect employees who are lower down in the pay scale and already wary of putting a foot wrong, as well as ethnic minorities who may have concerns about speaking up in a largely white space.

10. They can be perceived as a waste of time.

Company leaders must evaluate how much value they are getting out of all the video calls because employees may feel they aren’t productive.

According to a 2020 study conducted by Wundamail, 42% of people who frequently dial into video calls contribute nothing, and 56% wish they spent less time on video calls. And yet, 73% of respondents counted video calls as “work done” when, in reality, how much work is completed or produced during a virtual session?

According to a report by Ovum, 68% of employees report that more than half of the virtual meetings they attend are not of value with late start times being cited as a key reason. The same report finds that 95% of online meetings start late and estimates that meeting tardiness costs executives about three hours every week in lost time and productivity – or the equivalent of five days and 19 hours per year.

So why are we wasting all this time when we could be having another week of paid vacation?

If you’re tired of screen time and can’t wait to travel for an in-person meeting or event, check out our dynamic Travel Vitals™ search tool to look up travel-related safety and health information and feel more confident about your next trip.

Now is an opportune moment for corporate travel teams to get their travel programs ready for the future. Here are seven areas to assess in the travel industry:

  1. Shore up duty of care gaps for travel management.

In 2020, some companies discovered weak spots in their duty of care traveler safety programs, while executives recognized the importance of having one. Travel managers and security teams should review what worked and what didn’t before deciding how to build a stronger program and travel management strategy.

Start by looking at traveler locating: How well did the process and technology work? Were there any challenges contacting travelers and maintaining traveler safety? Was it easy to communicate with corporate travelers? How did the company support stranded travelers and what can be done to improve the experience in the future? Were travelers kept aware of the situation with updates on travel and health advisories?

For deeper insights, travel managers can survey travelers to help identify any gaps involving employee safety and travel restrictions. It’s also a good time to prioritize tasks for a travel management strategy that often get overlooked, such as making sure travelers’ profile information is up to date or making sure employees understand why a travel policy exists and how it protects them.

  1. Create a policy fit for the future.

Companies need to know where employees are when they’re traveling on business. Monitoring where they plan to go in the future is also needed to strengthen traveler safety and curtail unnecessary trips to high-risk destinations. Using pre-trip approval technology, organizations can review employees’ itineraries before they have been ticketed. Travel to high-risk destinations can be flagged automatically.

Organizations should now be planning how they’ll manage business travel once countries and carriers begin easing restrictions. Employees will also need to know how supplier refunds and tourism vouchers are managed. When repatriations efforts started, some companies had difficulties locating employees who booked outside the approved channels – policy compliance, and strategies to enforce it, will therefore take on renewed importance.

  1. Revisit your supplier engagement and strategy.

With changes to supplier capacity and availability, corporate travel programs will need to adapt their sourcing strategy, factoring in the fluctuating supply, demand, and pricing. Now is a good time to open up travel management discussions with suppliers to figure out a mutually beneficial path forward and earn traveler satisfaction.

Companies have an opportunity to lock in good pricing with rates having declined. According to The Dollar Flight Club, which analyzed airfare pricing after 9/11 and the global financial crash to help devise its forecast, predicted airfares would drop 35% in 2021. By way of comparison, airfare prices dropped 18% after 9/11 and 21% during the Great Recession. While hotels will likely reduce rates, too, they may be more willing to negotiate extras, such as flexible cancellation rules and complimentary amenities on future stays.

Companies also should evaluate what suppliers are doing to support any new priorities of the travel program, such as initiatives that foster traveler health and safety.

  1. . Prepare travelers for an increase in business travel.

As travel demand and travel booking increases, there will be a period of transition and adjustment. Countries will ease restrictions at different speeds. Suppliers guidelines may change more regularly. Health screenings and social distancing processes may differ by country, airport, hotel, or train station.

Corporate travel teams need to stay on top of developments and do what’s necessary to instill confidence in their people. This may entail proactively seeking feedback from travelers, educating them on the tools available to them that increase their safety, and have a smooth system for delivering travel updates and advisories. Booking channel strategies also should be evaluated with a safety-first mindset and well-being initiatives prioritized.

  1. Redesign service and technology around new needs.

With companies increasingly recognizing the risk of employees booking of outside company-approved channels, organizations are leaning into services and technology that can deliver greater visibility into where travelers are going, where they are coming from as well as solutions that can help drive policy compliance and program changes.

To get started, conduct an audit of current solutions to address any gaps or weaknesses with employee travel, particularly in the realm of duty of care. Educating travelers on the safety benefits of the tools as motivation to book all trip segments within company-approved channels also is critical.

When exploring options in the travel industry, we recommend diverse and integrated care offerings to deliver a consistent service and avoid a fragmented user experience. Corporate travel programs should also prepare to accommodate booking requests that include travelers seeking more hands-on assistance, especially during travel disruptions.

  1. Redefine program value.

The change in travel demand and tourism has upended budgets, prompting organizations to revisit their spend strategies involving travel costs to adapt to the new environment. With an increased emphasis on cost savings and efficiencies, there is a heightened focus on program optimization with some companies exploring supplier and TMC consolidation as an option.

Increasingly, program value will be defined by factors beyond cost savings and travel expenses. Companies are putting more weight on things like how much suppliers can support policy changes and duty of care initiatives and whether providers can deliver safety and connectivity throughout the entire journey.

  1. Evaluate your data and reporting capabilities.

Without the proper data and visibility into travel programs, it will be difficult to achieve any of the goals above. Organizations should do a thorough assessment of their reporting tools to make sure they support the objectives that recently have slid up in the priority list, such as gauging and benchmarking traveler confidence, compiling feedback, managing spend, and driving policy enforcement. Data analytics solutions will be heavily depended on to assess the shift in travel patterns and volumes, gain greater clarity into spend management, and drive program decisions.

Gathering personal information is necessary to support travelers. At the same time, how companies collect and process data for travel policies are under increased scrutiny with new regulations being implemented globally. When appraising data tools, companies should make sure solutions have data security built in and that they comply with new employee travel standards.

For more tailored advice on your travel program, contact our Global Business Consulting team.