| Journal: TWUK | Section: |
| Title: | Issue Date: 18/09/00 |
| Author: | Page Number: 68 |
| Copyright: Other |
Incentives
Management techniques are key
Pay is rarely the reason that people leave a company, according to Sue Kavanagh, human resources director at Carlson Wagonlit.
Exit interviews at the business travel firm reveal that issues such as the way in which staff were managed can often feature more strongly.
Appraisals are mandatory at the company, which also monitors views of people who have left the firm – not just through exit interviews, but by writing to ex-employees twice a year.
The picture that emerges from this communication with staff is the importance of integrity in general management, rather than trying to solve problems by tinkering with pay and benefits.
Competition from direct selling and the Internet and the introduction of service fees has increased the incentive to find cost savings. But firms risk losing staff if they cut back on benefits.
Travel firms increasingly insist on some pay-off for sending staff on fam trips but they will still be seen as a perk by many staff, said Kavanagh.
“A lot of staff come into the travel industry because they want to have an opportunity to sample the travel product,” said Kavanagh. “We have taken out corporate membership of the Travel Club.
“Every staff member gets to have membership and can access special deals on air fares and hotels.”
Sending all members of staff on a trip to a resort may be out of vogue now, but product knowledge is essential.
“Rather than everyone going on a weekend to Rome we are making sure that there is some value for the hotel and the airline participating, and that there is some educational content,” said Kavanagh.
Good to talk: staff are not motivated by pay and benefits alone
Good to talk: staff are not motivated by pay and benefits alone