Hays Travel’s senior leaders recently returned to branch-level work amidst peak season, demonstrating commitment to frontline staff.
- The initiative was aimed at understanding the challenges faced by employees and improving customer service.
- Dame Irene Hays participated alongside senior managers, bringing strategic insight to branch operations.
- Direct interaction with customers was emphasised to gather valuable feedback and refine customer experience.
- This approach seeks to identify potential barriers and reinforce Hays Travel’s reputation for excellent service.
In a progressive move to connect with frontline employees, more than 30 directors and sales managers of Hays Travel took to the shop floor during the busy peaks period. Such initiatives aim to strengthen camaraderie among staff and provide senior leaders with firsthand experience of daily operations. By engaging directly with both colleagues and customers, these leaders sought to gather actionable insights to enhance customer service and operational efficiency.
Dame Irene Hays, the chair of Hays Travel, joined forces with Libby Gray and her team at the Teesside Park branch. They focused not only on meeting sales targets but also on understanding employee dynamics in a real-world setting. This practical involvement of high-level executives in branch activities underscores a dedication to continual improvement and a culture of open communication within the organisation.
Chief Operating Officer Jonathon Woodall-Johnston spent time at the Eltham branch, while Strategy Director Lisa McAuley contributed at Meadowhall and Crystal Peaks, and Retail Director Jane Schumm worked at the Northwich branch. Such deployments were strategically spread across locations to ensure comprehensive feedback and support across the network.
This venture is not just about gathering feedback but serves as a reaffirmation of Hays Travel’s commitment to excellence. As emphasised by Jane Schumm, the exercise included various tasks from assisting customers with their travel needs to handling social media engagements, portraying the multifaceted role of modern travel agency work. Importantly, it also included an unexpected element of providing support through small acts like making tea, highlighting the human element crucial in high-pressure times.
Dame Irene Hays iterated the significance of this approach, noting that the peak season is the opportune time to gather insights on operational successes and areas for enhancement. Direct involvement in the day-to-day hustle enabled the senior team to identify and plan for overcoming any barriers that might impede superior customer service.
This organisational strategy reflects Hays Travel’s forward-thinking approach to reinforcing its leadership and service excellence.
