Overcoming the Pain of Change

变革之痛 Pain of Change
White Papers 18 Sep 2017

Minimising the resistance to a new travel policy

Implementing a new workplace system, whether it’s for health and safety, invoicing, security, IT or business travel, requires changes in behaviour from staff to succeed.

The technical challenges of introducing new technology or admin processes often pale in comparison to the biggest change obstacle of all, internal resistance.

New business travel policies are particularly vulnerable to internal resistance due to the unavoidable Connection to a person’s individual experience. While the rationale for implementing changes may be completely sound, it’s often irrelevant to the traveller who has to accept a loss of loyalty status or a reduction in the comfort they regularly enjoy when travelling.

 

What is change management?

US based change management consultant Prosci define the process as how we prepare, equip and support individuals to successfully adopt change in order to drive organisational success and outcomes.

The application of change management covers three key areas:

  • A process used by project teams to manage system, process and organisational changes
  • A leadership competency for enabling change within an organisation
  • A strategic capability designed to increase change capacity and responsiveness

 

Changing your business travel program

Ensuring a smooth transition and creating behavioural change among staff requires upfront communication, sharing of objectives and clear illustration of the detrimental effects of non-compliance.

Changing a business travel program usually consists of the following:

  • Creation and rollout of a new travel policy
  • New technology implementation
  • Implementing new booking and approvals processes

All these elements require engagement and action from internal and external stakeholders. The implementation process also requires day to day management to minimise non-compliance after rollout.


Turning resistance into Compliance

Three key steps to minimising internal resistance when changing your travel policy:

 

1. Designing a change

Identify what you want to achieve with your new travel program

Engage a professional Travel Manager to design a policy that meets your business objectives. This step should identify the top level goals for your travel program such as spending reductions, more efficient booking processes, simpler cost reconciliation and increased visibility of your expenditure. Work with your travel implementation team to anticipate problems and formulate a strategy for rolling out your changes.


2. Deploying a change

Communicate your new policy throughout your business

Work alongside your travel implementation team to identify the best ways to educate your staff on tracking success. A common cause of traveller friction is a poorly communicated rationale for change. Counteracting this friction requires circulation and explanation of your new policy as well as training on new booking systems and procedures. Other steps you can take include:

  • Engaging with your travellers to identify those who will incur a loss in status or rewards as a result of the new policy
  • Take advantage of your Travel Manager’s network to compensate staff who may lose benefits as a result of the changes. This can include recompense items such as airline lounge passes or individual concessions for higher booking classes
  • Tailor communication to affected travellers outlining the need for policy changes, the objectives for your new policy and any efforts the company is taking to alleviate losses in status and rewards


3. Driving a change

Promote the importance of policy compliance

Engage with your Travel Manager for reporting and commentary on how you are tracking against your objectives. Your Travel Manager can analyse where your policy is leaking and determine new tactics to optimise and combat non-compliance. Your company should also consistently report your rate of policy compliance to your travellers. Identifying and recruiting key people in your organisation to help drive the behaviour change is also a valuable counter-measure to non-compliance.