Trip.com Group reviews

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Note: this review also now reflects my experience of coming back and working a second time at Trip for a further 4 months. I worked at Trip.com for 4 years and1 months. Within that time, I worked as an inbound flight agent, outbound flight agent, Trainpal agent and most recently a Workforce Management Specialist. I want this review to be a fair and balanced one, to accurately reflect my experiences at Trip.com and to help those who are considering to join Trip.com to have an objective understanding of what it is like to work there. When I first joined Trip.com in 2018, it was in the guise of Ctrip's newly formed European startup, Trip.com. It was set in a lovely modern Edinburgh office with avant-garde interior decoration (artificial grass growing from the ceiling was one of my particularly favourites). The office boasted a number of perks such as free soft drinks, excellent coffee facilities, communal spaces to relax, foosball tables and so on. In terms of the work itself, there were a number of systems that had not been translated into English and a lot of processes that were very unclear with ad-hoc solutions being provided without any consideration for how the application of them would work in a European setting. Some of the processes were also not very customer-focused at all - seemingly trying to reduce the customer as merely being a small cog in a much larger process. Over the next few months, there was a very high staff turnover rate from both the agents, middle-management and upper-management. It would be fair to say that these were probably just teething issues with Ctrip trying to find a good equilibrium in Europe whilst trying to reconcile some of its pre-existing working practices in China. However, things did get a lot better. In the months that followed, the Trip management implemented a number of changes that improved not only the employee experience but also the customer experience as well. The introduction of Group Leaders allowed the already overburdened Team Leaders to focus more on tasks relating to their own team whilst leaving a lot of the more traditional management tasks to the Group Leaders. The introduction of having a knowledge base online with all of the procedures allowed the agents to be able to convey correct knowledge to the customers consistently and have alignment and homogeneity across all global sites. The continual work that was done to ensure that all the all the systems were being translated into English, greatly improved the advisor experience as well. The improvement of the HR processes as well meant that the employees were being treated in a much more equitable and consistent manner with Group Leads ensuring that the Team Leads were always following the correct processes regarding adherence, absences and so on. But the final improvement, which also brings me to my own personal experience, was the introduction of the WFM team. Previous to the existence of the workforce team, the responsibility for workforce management was shared between the Operations and the Team leaders. Adding scheduling, real-time monitoring and service level reporting to an already overburdened management team was neither efficient nor effective. Prior to Covid-19, the business had already hired a couple of individuals to deal with the workforce management but due to the global pandemic, this was put on hold. When I was hired as an RWFM (post pandemic-ish), the business was keen for us to help develop, shape and improve the workforce processes in Edinburgh. With my boss and the rest of the team, we really worked hard to help improve a number of the processes such as improving the reduction of after-call work, improving adherence, improving a better understanding of root-cause analysis when it came to service failures and so on. The management provided their full support and were very keen to empower us in the decision making when it came to the continuous improvement of the business. I am proud to have been a part of this team and I am excited for the guys to continue to thrive and flourish in this team and I am certain they will continue to make their mark in a very positive way. All things considered, I wish to give Trip.com a 4/5 as I have really seen such a marked improvement over the time that I worked there. I would also like to add to this point, in the four months that I returned to Trip, the restructuring of the WFM team with the introduction of the stellar WFM supervisor as well as the hiring of a new OP's manager greatly improved the teams performance in understanding the KPI's, employee manager relations as well as providing a much more streamlined WFM process for the business to use.