Spa Executive | Issue 13 | December 2019

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said above about it being a candidate’s spas out there, and many of them need team opportunity for advancement, and also that 3 4 5 6 market out there. Find talent where it hangs out. One you know who you’re looking for, you can figure out where to find them. What social networks are they most likely to use, and in what groups on those networks are they most active? What connections do you have to them? Go and find them. Can you partner with a local school for placement? There are a lot of ways to reach people beyond just posting a job online and waiting for the applications to come in. Build your employer brand. You know what this means, right? It’s the image you present to candidates as an employer. It’s how you appear on social media and it’s in the stories you tell. It’s the thing that makes people say, “That looks like a great place to work! I want to work there. Let’s make it happen.” Your employer brand should be relevant and consistent. Fix issues in your workplace. Before you can present your amazing employer brand, you have to create one. A lot of businesses out there are trying to present the image of being a great place to work – it helps if you actually are one. This means doing some digging to find out if your current employees are genuinely happy with their lot and, if not, why not and what you can do to fix it. Identify the reasons people should want to work for you. Continuing with the above, if your employees are happy, why is that? What makes them happy about working for you? Those are the things you want to highlight. There are a lot of 7 8 9 10 members a lot more than the team members need them. So, why should someone want to work for you over anyone else? Is it your incredible benefits program, your amazing workplace culture, your mission and values? Your wildly empathetic and communicative management team? If you can’t think of anything, well, there’s one of your problems right there. Tap your network and team for referrals. According to the 2018 ISPA Workforce study, “word-of-mouth and/or peer referral” was the method that had been most commonly employed by spa management and service providers to find their current jobs. Just like job seekers should be tapping their networks for jobs, so should employers be doing the same for team members. Offer referral incentives. Offer referral incentives to your team. If you want them to do the work, which will ultimately benefit your company, they should be rewarded for it. Use social media. Beyond just posting a job on LinkedIn, use your social channels to find the talent you seek. They are most definitely out there, since almost everyone uses some form of social media. Use social to promote your employer brand, to get engaged in industry related conversations, to join relevant groups, and to connect with people who can connect you to new talent. Offer opportunities for advancement. Research has shown that one of the main reasons people quit any job is a lack of 11 more than 80% of people have to leave one company for another in order to advance their careers. Nobody wants to feel like their life is going nowhere and live the same experience day in and day out. How can you create pathways to advancement or at least the feeling of upward mobility at your place of work? (We have some ideas here). Provide a good candidate experience. Job hunting is hard and can be demoralizing, and this is compounded by potential employers who offer a bad candidate experience. They’re late for their own interviews and can be rude and dismissive. Worst of all are the employers who ghost candidates, even after several rounds of interviews, and don’t even follow up to let them know they didn’t get the job. People often wait for an update, literally for weeks or months, and meanwhile the employer in question has hired someone else and totally forgotten about them. It’s cruel to put people through this, and it does not make you look good. They will not forget, and they will not say nice things about their experience, which is damaging to that employer's brand. In spas, we’re looking for team members who are empathetic, hard-working and have integrity. We can start by being those people ourselves. Just that will go along way towards bringing in the people we want as team members. 07 | Spa Executive Management
Six ways to delight your customers this holiday season The holidays are truly upon us. Do you love them? We love them. They’re a time of cheer and joy. They’re also a time of opportunity for your spa business. Don’t waste it! Use this time of year to thrill, dazzle and delight your existing customers, and to bring in new ones. There are so many ways to do that. Here are just a few. 1 Say thank you Every day should be customer appreciation day, but the holidays are an extra special time to show your customers how much you value your relationship with them. Be sure to send a message of gratitude to your guests. 2 Surprise them with a gift This is an obvious gesture, and probably the least we can do. Your loyal customers deserve a little something, which will also serve to remind them of why they are your loyal customers (because you’re so thoughtful). This could come in the form of a product, service, upgrade, or anything you can come up with. And your new customers also deserve a little something, don’t they? If a first time guest feels appreciated and is wowed, they’re more likely to become a second and third time guest. 3 Personalize their gift One issue with holiday gifts is that so many are useless and/or not of interest to the recipient. Don’t give out gifts nobody really wants. Fortunately, as a spa you can collect Business Spa Executive | 08
Page 1 and 2: ISSUE #13 DECEMBER 2019 SPA EXECUTI
Page 3 and 4: Contents December 2019 Volume 13 3
Page 5 and 6: 4Not everyone celebrates, but the h
Page 7: 11 STRATEGIES FOR ATTRACTING TOP TA
Page 11 and 12: Chiva-Som reopens Thailand location
Page 13 and 14: The name “Zulal” refers to “p
Page 15 and 16: Coon and Miller found that the samp
Page 17 and 18: Spotlight 16 | Spa Executive
Page 19 and 20: Spa Executive FOR LEADERS IN THE BU
Page 21: wrote, “These studies combined su

Spa Executive | Issue 13 | December 2019

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