As the artificial intelligence (AI) wave continues to crash over the travel industry, companies are clamoring to fill roles to stake their claim in the AI space.
Several big names in travel have advertised AI-focused positions, with Chase Travel seeking a vice president in the Chase Travel AI & Innovation Product, Airbnb hiring an AI and machine learning engineer, Kayak hiring an SEO and AI specialist and Fora Travel, a PhocusWire Hot 25 Travel Startup for 2023, hiring an AI Innovator.
The scramble that’s happening as travel companies seek to attract AI talent is “unlike any previous wave of tech hiring,” according to Julie Shainock, managing director of travel, transportation and logistics for Microsoft.
The travel sector has struggled to attract top-tier talent in tech, having been overshadowed by Silicon Valley in terms of compensation and market perception. But Shainock said, “AI has significantly raised the bar.”
And, as it so often goes in the high-stakes business arena, when stakes are high, many players attempt to better position themselves to attract talent.
OpenAI founder Sam Altman said on a podcast that Meta was offering his employees $100 million to jump ship, causing rampant discussion online. Meta has denied the claim. However, Bloomberg reported that an AI executive at Apple was drawn to Meta with an impressive payment package.
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The discourse begs the question: How does this kind of incentivized talent grab from a tech giant impact travel industry players? How can travel companies stay in the game, especially considering previous struggles to attract tech talent to their ranks?
How does the AI hiring process differ from past tech booms?
With competition for AI talent growing fiercer, putting together a workforce is now key to keeping up with innovation in the travel sector and being recognized by business and technology leaders, according to Lorraine Sileo, senior analyst and founder of Phocuswright Research.
“The travel industry is in a bind, as it needs to maintain some of the old technology and legacy systems that are still in place while building, testing and refining AI initiatives for nearly every function,” she said.
Christine Walsh, vice president of global talent for Amex GBT, said now more than ever, industry leaders are starting to understand the importance of prioritizing technology.
“In the past, the talent scrambles in the travel industries mainly focused on travel domain knowledge,” Walsh said. “Now, the focus is more on general technology skills, and companies are willing to train on their domain or industry vertical.”
And when it comes to AI, companies are no longer just talking about the rapidly evolving technology, according to Shainock. Instead, businesses are making investments and repositioning themselves to prioritize AI—bringing it to all departments within their corporate and frontline structures.
Shainock said that this could also pay off in the hiring process.
“The growing focus on Al is also attracting fresh, high-caliber talent—many of whom may have previously overlooked the industry due to its reputation for lagging in innovation,” Shainock said.
Can travel turn things around?
Given that the travel industry has historically had trouble competing with other industries for technology talent, Sileo said now is the time to “turn things around.”
“First, travel must step up its messaging about the vast opportunities in travel, tourism and hospitality—in other words, that this is an exciting and stable industry that aligns well with an AI-driven future,” Sileo said.
Meta’s rumored bonus strategy aligns with her recommendations on how to do that. According to Sileo, perquisites matter.
“Unfortunately, the industry lost some luster (and workers) since COVID that still need to be recovered, so now is a good time to attract the best talent out there with salary, benefits, perks and more,” Sileo said.
Travel must step up its messaging about the vast opportunities in travel, tourism and hospitality—in other words, that this is an exciting and stable industry that aligns well with an AI-driven future.
Lorraine Sileo, Phocuswright Research
According to Shainock and Walsh, travel is poised to draw these new hires in.
“With this shift, we believe more talent has an interest in expanding beyond traditional technology companies,” Walsh said. “With challenges like disruption in travel, we can offer a vision for compelling technical challenges and problem-solving opportunities.”
And money isn’t the only motivator for great talent. Travel companies have a unique and meaningful proposition for employees, Shaiok said. They can give employees the chance to help craft how people experience the world around them.
“With Al now at the heart of the industry, teams are building solutions that reduce delays, personalize journeys and make travel more inclusive,” she said. “It’s a rare chance to combine cutting-edge technology with a shared passion for exploration-transforming not just trips but lives.”
What can travel companies do to attract AI talent?
Shainock and Walsh offered three ideas for travel companies to gain a competitive edge in the AI hiring process.
Shainock believes companies should invest in “AI Centers of Excellence,” and while doing so, they should combine domain expertise and technical depth. She also said companies should work to create a culture of innovation and highlight openings through which AI talent can help shape travel’s future.
“The ability to bring together high-tech and high-touch will revolutionize the travel industry,” Shainock said.
Walsh also shared what AmexGBT has been doing to build out its “deep bench” of AI talent, which has been a long-term project that includes training initiatives.
“Our technology and human resources teams partnered to create comprehensive, self-directed Al training tracks. The ‘Go Deeper with Al’ track is tailored specifically for our AI and automation practitioners within our tech teams. Building upon an existing Al framework from LinkedIn Learning, we customized the content to align with our unique needs and workflows,” Walsh said.
“This track equips our practitioners with the knowledge and skills to develop and implement Al tools responsibly and ethically.”
To attract these applicants, Walsh advised:
- Presenting and providing a positive, highly engaging work environment
- Offering cross-functional learning opportunities and developments
- Developing AI-driven progression paths that are clear for career development
- Giving access to unique datasets and global business challenges
- Implementing flexible work environments that are innovation-focused
Still, one factor stands above all else: “The most important thing that companies can do is show their work,” Walsh said.
“If the products don’t use Al, it will be hard for prospects to believe that their career will show it.”
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