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COVID-19: Spa Sanitation & Hygiene Standards
Creating a Culture of Career Advancement
The bureau of labor statistics reports that hospitality’s annual turnover rate is a dismal 70 to 80 percent. And, according to a Pew Research Center survey, 33 per[1]cent of those who quit their jobs in 2021 did so because they saw no opportunities for advancement. Rather than accepting the perpetual hiring treadmill that sucks up time and money, some organizations have proactively addressed this concern by intentionally nurturing growth.
This month’s JobWise looks at a few ways to learn from them to create your own culture of advancement.
Creating Organizational Culture: 5 Essential Forces and Factors to Evaluate and Improve Your Spa Workplace
Organizational culture often feels like a buzzword, but it’s an invisible guiding force in the workplace. It shapes performance and goals and defines what excellence looks like. Culture also determines what the organization will tolerate and sets its unspoken standards.
An organizational culture influences behavior and outcomes at every level. Your culture can either attract or repel your staff—and build or weaken your brand—while it affects guest loyalty. It can even boost sales and marketing without extra cost. As a leader, you must be conscious, creative and purposeful as you collaboratively construct a culture that brings out the best in your staff and raises the reputation and outcomes of your brand.
Creating Spa Sales Specialists
Kristine Huffman for Pulse: Earlier this year, you shared your experience using the Predictive Index (PI) to help select your sales team based on identifying optimal personality traits for their job duties. Let’s pick up from there and talk about what you do with those people once you’ve got them.
Carol Stratford: We established two roles within the reservations center. The real go-getters who fit the profile of a true salesperson did the initial reservation calls. We set up an incentive program for them, because their profiles indicate they’re motivated by rewards. That, along with having the right call flow, helped improve conversion rates.
Crisis Management as a Job Responsibility
Kristine Huffman for Pulse: You’re responsible for operations at many different facilities. What is the best approach to preparing your team members for an emergency?
Rachael McCrory: Being a part of a large corporation, we are fortunate to have an extensive online learning platform that covers a range of subjects from emergency response and fire procedure to active attack situations. In addition, properties have safety preparedness plans that also cover unique nuances in their region, such as natural disasters.
Crisis Management for Spas
Following is a short list of emergency resources focused on aid and assistance specifically for hospitality businesses like hotels and spas. This list is designed to be relevant for an international audience, so it includes both general advice and specific organizations that operate globally. Because of the broad array of resources available in different locations, the list is not comprehensive but instead is meant as a starting point for your emergency preparedness.
Current Obsessions from the Frontlines
I have a confession to make. I’m a hoarder. I so enjoy coming to the annual ISPA Conference for many reasons, but let’s be honest: Who doesn’t love taking home some incredible things to try? Many of them end up making their way to your spa clientele, and there’s a high probability of becoming a personal fan and buying the products independently of your work. Like me.
Customer-centric: Guest Experience is the Mainstay of Spa
Spas are known as a haven of renewal and rejuvenation. In that spirit, spa patrons have high expectations for the care they receive, both in and out of the treatment space. In last month’s Pulse, four ISPA members imparted their wisdom about providing excellent customer service. The guest experience is a topic close to the hearts of all spa professionals; following are additional comments from industry experts about the value of a customer-centric approach.
WOWING CLIENTS IS A TEAM EFFORT
“Every guest is important,” says Stephanie Doud of ReadyCare Industries. “Customers have many spas where they could go; we want them to return because of the amazing service offered to them.”
Uberlube’s Cheryl Sloane agrees that an extraordinary experience is a spa mandate, and she has found a full-team approach is helpful. “Customer service comes from the top,” she says. “We need to believe in our team and trust them to make decisions and handle problems. Then, we need to show the team that management has their backs—and always be available for customer service issues. It is never a mistake to have good engagement with your customers.”
Christina Mangiante of Body Bliss believes “each spa director knows how to train their staff on basic customer service, sales and conversational skills at a level that works for them.” And the rewards are great: “Repeat clients, word of mouth referrals, increased gratuities, complimentary reviews will all happen organically with fantastic customer service,” she says.
Data Collection in the Spa
Data drives the world. That corporate truism has been a given for the lifetime of anyone leading a company today—but especially over the past two decades, when the sophistication level of data collection, analysis and utilization has overtaken every other business tool to the point data is ingrained in our every action.
For organizations in the spa industry, “data is being generated at an ever-increasing pace,” says Cecilia Hercik, director of spa and wellness for The Spa at Sea Island. “It can be overwhelming if you’re not ready for it. But it’s so important to running a business: Data can contribute to your company’s strategies”—from staffing and scheduling to marketing and client relations, from product development and service offerings to budgeting and branding.