Sharmila Chand looks at the crucial need of ‘training of the travel

Is the selling environment getting more difficult? Are travel companies constantly facing tough competition? How equipped is the industry to meet the present day challenges and consumer needs of the expanding business environment? Are there travel agencies doing business or ‘business experts’ in travel business? Is the travel work force in a position to manage growth and enhance business performances?

Well, the questions look simple but their answers signify the current scenario of the modus operandi of the travel industry. So we need to seriously look for the answers and implement them.

Implementation is not possible unless there is the right personnel to do so. How do you get the right force? By ‘training’, the common sense says.

Do most travel companies consider training as an investment?

Today is a new era; the travel professional is compelled to evolve from the traditional practices of dispensing brochures and tickets, to a professional service provider. Sustainable competitive advantage is the buzzword in these changing times. If travel organisations respond to change early, they will prosper and gain rewards in terms of security, profit or attainment of their goals.

In a free market economy all travel organisations have similar access to capital, to customers and to employees. It is their effectiveness in operating, as organisations of people that primarily distinguishes one travel company from another.

Why train?

Key factors in operating effectively are the ‘Knowledge’ and ‘Skills’ of people. In the commercial world of travel, then, if we train our people and continually ensure they have up-to-date skills, it follows that we shall be able to compete effectively, and reasonably expect to prosper.

Employees are affected by change and they must adapt, learn new skills, cope with different pressures, acquire new knowledge and forge new relationships.

Also, ‘Social Change’ creates training needs. As more people travel abroad and experience high levels of customer service, they become more demanding at home. This indicates the need for training, in customer care skills and in management skills. ‘Environment’ changes too. These changes lead to new products, services and standards of expected performance that, in turn, demand new skills and abilities.

‘Individual training’ needs also arise internally, directly or indirectly, as a result of external changes. Even without these external changes, training needs will arise for employees who are new to the travel organisation, gain promotion, relocate, are deployed, or are due to retire. So when we look at training needs, we have to consider not only changes in the environment but also changes for individuals.

''Training is a process, not an event,'' says Kavi Ghei, Director, Trac Representations. ''Travel organisations should always be on the lookout for opportunities to make their employees ''learn more to earn more''. Planned activities, consultants, seminars and hands-on travel experience – all contribute in developing a broad range of skills. There is no fix endpoint to development, because individuals can continually improve their operational skills.''

Travel organisations that can respond to these changes quickly by training their employees appropriately are sure to steal an advantage over their competitors.

Highlights

* Travel professionals should be involved in the plans for their training to encourage their commitment to it.

* In the commercial world of travel, if we train our people and continually ensure they have up-to-date skills, it follows that we shall be able to compete effectively, and reasonably expect to prosper.

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