Building or expanding an agency team is no easy feat.
There are countless issues to consider; for example, what characteristics are you looking for in new hires? What questions should you ask them? When is the right to time to bring people on — and is this a move you even need to make?
We asked travel advisors who have successfully hired agency team members for a rundown of actionable strategies. Here’s how to hire the best people — and keep them (and your business) thriving.
Where to Begin
Don’t build a team just because you’re busy, warns James Berglie, president of Be All Inclusive.
Things will get a lot busier when you are at the helm of a team with new members,” he said. “You have to ask yourself: ‘Do I actually want to mentor people, or am I just drowning in leads and hoping someone else can rescue me?’ If you don’t like answering questions, mentoring or giving feedback, then building a team is not for you.”
For those advisors, Berglie suggests a working agreement with some of their trusted colleagues to pass along leads. Keep in mind, he notes: An agency team is a reflection of its owner.
“It’s your name on the line, always,” he said. “So, if you’re going to grow, make sure you’re ready to protect what you’ve built.”
It’s critical to identify backlogs and points of friction before seeking out new hires, notes Becky Lukovic, founder of Bella Travel Planning, an affiliate of Travel Experts: “Where do things get derailed or forgotten?”
For her part, Jennifer Doncsecz, president of VIP Vacations, recommends that advisors focus first on issues such as legal compliance and contracts, as well as the technology and infrastructure required for training and CRM software.
“After those are considered, the compensation and incentive structure should be established, along with the roles and responsibilities of new team members,” she said. “It is also vital to have a clear vision of what your brand is and what your culture is.”
Travel advisors talk about the myths and misconceptions related to the profession. (Photo Credit: Courtesy AdobeStock)
How to Find a Culture Fit
Similarly, Kendra Wolfe, owner of Zip Travel Co, urges advisors not to focus solely on a candidate’s sales potential or past experience when looking to bring on new hires.
“For those of us thinking long-term, team-building is about more than numbers; it’s about people, value and vision, and new independent contractors will fit into the larger picture of our brand and our community,” she said.
Lukovic of Bella Travel Planning also works toward ensuring that candidates hold values that align with her agency.
“They need to be kind, have integrity and a genuine willingness to help people,” she said. “I can teach skills, but it’s harder to teach alignment with our values.”
Furthermore, Lukovic looks for candidates who are mostly interested in travel perks.
“We are a business first and foremost,” she said. “They need to have characteristics, talents and interests aligned with what my needs are.”
Berglie of Be All Inclusive agrees.
“We are looking for people who actually want to build something and treat this like the real career it is,” he said.
Berglie says he’s drawn to prospective employees with scrappy energy and problem solvers. Those who have worked in weddings or hospitality tend to “get it” faster, he says, especially when it comes to high-stress clients and last-minute curveballs.
When vetting new team members, Wolfe looks for prospective hires who are team players and exude kindness, positive energy and professionalism on social media — with no references to political issues.
“Clients want to plan a trip with people who are joyful and capable, not divisive or distracted by noise,” she said. “Your vote? That’s your business. But your presence online should reflect warmth, joy and professionalism.”
What Questions to Ask
It’s crucial to ask questions to determine if there are mismatched expectations, Lukovic says.
“Even if someone comes to you saying they want to fill an administrative role, when they get into the position, you may realize they had an expectation they were going to be planning actual trips as opposed to doing administrative tasks,” she said.
Travel agent working to correct a problem. (Photo Credit: M-Production / Adobe Stock)
Questions Lukovic asks candidates include: What types of tasks jazz you? What types of work responsibilities or areas intimidate you or drain you? What areas interest you most about working with my company? Would you consider yourself creative? Are you a numbers person? What excites you about joining our team? What would you see as your contribution?
Doncsecz of VIP Vacations, meanwhile, asks candidates to walk her through an ethical dilemma they faced and describe how they handled it, as well as discuss a time when they had a disagreement with a team member and how they resolved it.
She also asks them to name their top three values.
“I often ask them to identify their top five from a list of 100 top values, and then I ask them to narrow down to the top three,” Doncsecz said. “I know my values and the top three values of other members on my team, so I look to ensure that the potential candidate’s top three values are similar.”
Wolfe of Zip Travel Co asks prospect questions such as: What are your greatest strengths and weaknesses? What motivates you at work? Can you describe a time you worked through a conflict? What do you know about our company? Why do you want to work with us? What’s your understanding of the skills necessary to succeed in this job?
“These questions aren’t designed to trip anyone up, but they do give insight into whether someone is ready for the realities of this industry,” she said.
“At the end of the day, we’re not just adding agents,” she added. “We’re inviting people into a community—a family and a brand that stands for care, service and excellence. “We owe it to our clients—and to one another—to build teams that reflect those values, because when you build with intention, you don’t just grow a team, you grow a legacy.”
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