It’s no secret that travel recruitment is a sticky subject. 

Recent data shows more than half of UK employees quit their jobs within the first six months, with 75% citing unrealistic employer expectations as their reason for resigning. 

Poor management and a toxic work environment were also listed as primary drivers for early departures, as burnout becomes a growing concern for high-street and homeworking agents alike.

Interestingly, in the luxury travel sector, the narrative shifts. For senior travel designers and private consultants, retention is significantly higher (often 10+ years). Retention rates amongst luxury travel agencies is also high, with top firms reporting turnover rates as low as 15% – well below the national average of roughly 35% across all UK sectors. 

To find out more, we spoke to three luxury travel agency owners – as well as a leading industry lawyer – about their experiences of hiring the best candidate. 

Source wisely 

In an industry as small as luxury travel, word of mouth remains the most potent recruitment tool. 

David Ox, founder of Winged Boots, has had positive experiences hiring people already in his orbit: “Some of our best recruits have come through long-term relationships and keeping people warm for the right time.”

Social media can be another valuable tool for scouting talent. Matt Phillips, co-founder of Travel Chaps, has had “great success with LinkedIn”, while another luxury travel agency owner noted that Instagram is an excellent window into how prospective agents engage with clients.

While there’s nothing wrong with hiring from within your network, it’s important employers use inclusive language when advertising the role. Under the Equality Act 2010, it is unlawful to discriminate during recruitment based on the nine protected characteristics, which include age, disability, gender reassignment, marriage/civil partnership, pregnancy/maternity, race, religion/belief, sex, and sexual orientation. 

“Avoid age-coded language such as ‘young’, ‘energetic’, ‘recent graduate’ or ‘mature’ unless it’s genuinely essential (which it rarely is),” said Ami Naru, partner at TravLaw. “You should also avoid gendered or family-related assumptions like ‘This role suits mums’ or ‘Ideal for someone without childcare commitments’.”

Informal phrases, such as “Must fit our vibe”, are also discouraged. “This doesn’t clearly define what the employer actually wants in terms of behaviours or skills,” said Naru. 

CV red flags 

CVs are the first impression – and if they’re poorly made, they’re likely to be the last. At the bare minimum, all agency owners agreed that a candidate’s resume should be concise, neatly formatted and free of spelling or grammar errors.

Ox says he’s particularly turned off by an “AI-created” CV, while Phillips insists resumes should never exceed two pages in length.

Other warning signs include immeasurable goals, vague experience and frequent job-hopping, as well as generic language that fails to showcase the candidate’s personality.

“We like to see a CV that highlights what makes the applicant stand out, rather than the standard 'I can work alone or as part of a team, and I am a fast learner,’” Phillips said.

Red – and green – interview flags

Interviews are the ultimate pressure test for a role that requires poise under fire. 

“We know this industry is fundamentally about sales and people buy people, so being confident in themselves is essential,” Phillips said, before adding that “inauthenticity” and “scripted answers” are never a good sign.

It’s also crucial that applicants are familiar with the brand: “We always ask what they know about us – some candidates will have done a lot more research than others.”

Another agency owner emphasised the importance of geography knowledge, running a “cheeky pop quiz” to ensure the candidate is serious about pursuing a career in travel. 

If the applicant can’t identify popular destinations on a map or lacks an understanding of basic travel rules, they will likely be instantly written off. Other unfavourable traits include poor communication and avoidance of accountability, both of which have the potential to severely damage a brand’s reputation. 

Dishonesty emerged as a significant red flag, with agency owners expressing particular frustration over candidates who fabricate answers rather than admit a gap in their knowledge.

“If you don’t know something, just say it,” urged Ox. “Don’t make something up, it makes you look so much worse.”

At the same time, it’s important for employers to be considerate of factors which may impact a candidate’s interviewing style. 

“Hiring managers should be prepared to make reasonable accommodations, especially for disability,” said Naru. This might include offering flexible interview times or asking candidates in advance if they need adjustments such as additional time or written questions. 

Ask smart questions

It’s crucial interviewers give candidates the best chance at advocating for themselves – and that requires asking the right questions.

Ox has applicants discuss a situation where they “went above and beyond for a client”, noting: “There’s a lot you can teach, but we need people who will go the extra mile.”

Another agency owner asks the candidate to describe how they’d design a luxury travel itinerary, using it as an opportunity to assess creativity and knowledge. 

Other common questions included asking about destinations they’d recommend and ones they’d avoid, how they handle tricky client requests and how they'd like to be supported by their manager. 

Questions to avoid

To remain compliant, interviewers must avoid asking personal questions – such as health status or childcare arrangements – that could be perceived as biased. 

Instead, the focus should remain on competency-based assessments, evaluating specific skills like managing complex bookings or meeting tight deadlines.

Try before the buy

All agency owners were united in their belief that practical demonstrations are the best way to separate the talkers from the doers.

“We assign three small tasks after the in-person interview to see how they absorb information and what they might need support on,” one agency owner told TTG.

Similarly, candidates who reach the final stage of the interview process at Travel Chaps are asked to complete a mini project or presentation. “This could be something as simple as how they’d structure their first 30 days with us,” Phillips explained. 

Meanwhile, Ox invites potential candidates to Winged Boots’ store in Essex to get to know his staff on a more personal level. 

“It’s not with the management, it’s with the team on the ground. This means the applicant can ask questions without feeling pressured and get an honest appraisal from those who live and breathe Winged Boots!”

It’s important to remember, however, that legally, unpaid trials should only involve observation or simulated tasks. “If the candidate is doing anything that resembles productive work, they should be paid at least National Minimum Wage,” Naru explained.