Human Resources

Mattison is a world-renowned expert on workforce trends and the generational change we’re currently experiencing in the workforce; his work tracks how shifting demographics will necessitate a new style of leadership. In his book, The War at Work, Mattison details how reimagining leadership and talent management for the 2020s is the key to building stronger, more effective teams.

Diversity and inclusion have long been topcs of discussion in businesses around the world, and in 2020, those discussions are occurring ith greater frequency and urgency than ever before. The many spas and vendors who have negaged in these conversations have done so with the best of intentions, but the path from words to action isn't always clear. After all, it's one thing to post a supportive message on social media about a topic like diversity, but it's another thing to incorporate that message into who you are as a company.

Traditional hiring and recruiting practices often focus on credentials instead of skills, which means talented individuals who can successfully contribute to companies can be excluded from the process. However, there are several diverse groups–including veterans, people with disabilities, formerly incarcerated individuals and young people who have not completed postsecondary education–who could help address this talent gap.

IN DECEMBER OF 2020, Dr. Cindy Geyer joined the ISPA community to share with us her professional insights regarding holistic wellness in the spa workplace. A veteran clinician with more than 20 years’ experience at Canyon Ranch Lenox, in Lenox, Massachusetts, Dr. Geyer spoke to ISPA Chairman Patrick Huey about building up resilience to stress and supporting your team’s mental well-being along the way.

In order to be of service to transgender spa guests in a manner that is as welcoming and comforting as it is safe and legal, certain action steps need to be taken. Before action steps can be taken, spa directors and managers need to educate themselves and their staff to reach new levels of understanding concerning the non-discriminatory treatment of transgender individuals with the inclusion of two main components: (1) Best ways to serve and accommodate transgender individuals considering their comfortability in spa’s communal areas (2) Ensuring non-transgender clients feel safe and comfortable from the service and accommodation delivered to transgender guests. 

As many employers recognize, adopting proactive measures may prevent harassment from occurring or minimize the risk to the organization in the event that harassment does occur.

Please keep in mind the following is a “Best Practices” guide compiled from voluntary member organization feedback to aid you in creating your own, unique policy that works best for your business.

These recommendations are based only on United States federal law and are provided for informational purposes only and should not be considered legal advice or even fully legally-compliant for your business. ISPA recommends spa owners consult with their attorney to confirm they are meeting the laws within their jurisdiction as they differ based on location, including for international spas and on a state-by-state basis within the United States.

With companies competing to attract rock star employees to their team, it can be challenging to win in the war of talents. It is even more difficult in the spa industry due to the shortage of qualified spa professionals currently in demand. 

SPA INDUSTRY LEADERS are often quick to point out all the ways in which their colleagues have supported their growth and played key roles in the success of their careers. Many can even cite a particular individual whose impact is greater than the rest. In some cases, these formative relationships happen by chance, but spa leaders seeking to foster growth in their teams, retain top employees and achieve their spas’ performance goals cannot simply place their trust in serendipity. Formal mentoring programs, though, can take luck out of the equation and help spas reach new heights.

According to Forbes, mentoring programs have entered the mainstream, at least in the corporate world, with roughly 70 percent of Fortune 500 companies having implemented one as of 2019. Their popularity is not surprising, given the positive outcomes associated with effectively run programs. As Forbes notes, mentoring programs can improve job satisfaction and employee retention in addition to aiding mentees’ personal and professional development, all of which is likely music to the ears of spa leaders whose talent strategies and workforces may have been upended by the COVID-19 pandemic.

As the world returns to normal after the height of the COVID-19 pandemic, the spa industry will rebound. Pent-up demand for travel and soothing human touch will bring business back to spas and resource partners, even if consumers are demanding different treatments, clearer hygiene standards and greater transparency than before.

This means that spas will soon be bringing back team members who were furloughed or laid-off to meet demand; but don’t assume that just because the employees return, they’ll stay around. The issues with employee retention and hiring that dogged the spa industry before this crisis won’t disappear, and now is the time to rethink what you’re doing to build a stronger workforce, deepen their connection to your spa and, ultimately, get off of the hiring treadmill.

Many people who enter the spa industry see themselves as healers by nature, whether they are working as a practitioner or creating products that are sold in a spa. That strong desire to help and take care of people is often the common thread between spa managers and vendors. When it comes to employees’ mental well-being, however, spa leaders must balance that impulse with a clear understanding of the limits of their role and the ability to recognize when employees may be best served by outside resources.

Finding that balance can be tough in the best of times, and it has been especially challenging in 2020. As the COVID-19 pandemic has dragged on, its impact on mental well-being has become clearer. In June, a CDC survey found that 40.9 percent of respondents reported at least one adverse mental or behavioral health condition, including symptoms of anxiety disorder or depressive disorder (30.9%), symptoms of a trauma- and stressor-related disorder (TSRD) related to the pandemic (26.3%) and having started or increased substance use to cope with stress or emotions related to COVID-19 (13.3%).