SPA EXECUTIVE - FEBRUARY 2022

Spa Executive
For leaders in the business of wellness
THE STAFFING ISSUE
ISSUE #34 FEBRUARY 2022
Six hiring mistakes that scare job
seekers away from your spa
21 job interview questions to ask when
hiring a new staff member at your spa
Solving the spa staffing crisis: actionable
strategies for attracting and retaining top talent
ISPA PRESIDENT
LYNNE MCNEES
on the way forward for the spa industry

ISSUE # 34:
FEBRUARY 2022
4
8
13
19
Employee recognition is more than just
picking your employees out of a lineup
Guide to social media recruiting for your spa
21 job interview questions to ask when
interviewing a hospitality job candidate
Featured property: Renaissance Bali Nusa
Dua Res
22
25
29
Use performance-based pay to attract and
retain talent
ISPA President Lynne McNees on the way
forward for the spa industry
Six hiring mistakes that scare job seekers
away from your spa
33
35
39
Solving the staffing crisis: actionable strategies for
attracting and retaining top talent in your spa
Partner Profile: Wayland-Smith Consulting
Improve your spa employee experience with these
software tools
Feb 2022 Issue • p. 2

Dear readers,
Letter from Publisher
Now that we’re well into 2022, we’re ready to take a look at the path ahead for the spa
industry. It’s an exciting time and it’s shaping up to be an exciting year full of promise and
continued development.
There are challenges as well, one of the most pressing being the staffing crisis currently
facing the spa and hospitality industries, which has been a challenge since even before the
advent of the COVID-19 pandemic, and has since been exacerbated. So, we decided to take
a deep dive into the topic in this issue of Spa Executive.
We had the pleasure of speaking with ISPA President, Lynne McNees, about the way
forward for the spa industry, and how ISPA has dedicated itself to helping spas overcome
this challenge, and about what it takes to be a great leader at this time in history.
In more articles on the topic of staffing, we discuss the importance of the employee
experience from beginning to end, and how this will help with attracting and retaining top
talent. Among the topics we explore are recruitment and how to optimize your use of social
media for this purpose, as well as what questions to ask in the job interview to identify the
best possible employees.
We discuss employee recognition with Mindi Cox from O.C. Tanner, and why it matters
that we appreciate and thank our team members, the mistakes we make that can scare
employees away, and the value of performance-based pay structures.
We have also created a downloadable resource full of actionable strategies for attracting
and retaining top talent at your spa.
We all know how important our people are, and that we may have to shift our way of doing
things in order to attract them into our industry and keep them engaged and motivated. We
can do it, because we’re dedicated and motivated to do this as leaders.
I hope you enjoy reading this month’s articles in Spa Executive and they provide valuable
information to help you achieve success.
About
Spa Executive:
Spa Executive is Book4Time’s
magazine for leaders in the
business of wellness. News,
views, and interviews to help
you attract top talent, increase
customer retention, and
offer the best possible guest
experience.
The Spa
Executive Team
Publisher
Roger Sholanki
Editor, Creative Director
Elizabeth Bromstein
Marketing Director, Book-
4Time
Sal Capizzi
Designer
Andrea Fernández
Hernández
Roger Sholanki,
CEO
Book4Time

EMPLOYEE RECOGNITION IS
MORE THAN PICKING YOUR
YOUR EMPLOYEES OUT OF A LINEUP
Do you recognize your employees? We don’t
mean “can you pick them out of a lineup?” We
mean, do you acknowledge your employee
contributions in meaningful ways? If not, you
should start. Employee recognition is a key
element of business success in your spa or
hospitality company.
Saying “thank you” and noting people’s
contributions is key to business success.
Here’s why employee recognition matters
in your spa.
When spas and hotels are busy and everyone
is rushing around, working to make guests
happy, people’s individual efforts can be
overlooked. But saying “thank you” and noting
people’s contributions is important.
Feb 2022 Issue • p. 4

As we have previously reported, hospitality’s record for making its employees
feel valued is less than stellar. A 2020 study by Qualtrics found that travel and
hospitality employees are the least likely out of all industries to feel valued at
work. Another, more recent, report from Microsoft found that frontline workers,
including hospitality workers, feel undervalued within their companies. And
separate research found that 60% of job seekers wouldn’t even consider working
in a restaurant, bar, hotel or other hospitality job. Those last findings don’t
necessarily come down to a lack of employee recognition, but they do highlight
that there are issues.
There isn’t one solution that is going to change this, but we do know that
employee recognition can help people feel valued at work and improve morale
and engagement.
We have written before about the importance of communicating goals to your
staff and involving them in decision making processes. People feel more invested
in the success of a thing when they fully understand how they are instrumental
in that success. Similarly, when they feel that their contributions are recognized
and appreciated, not only does this boost morale, it engages and motivates them
to contribute further. We all want to know that we matter. Some people might say
that’s all anyone really wants.
Mindi Cox
O.C. Tanner
We spoke with Mindi Cox, Senior Vice President
of People & Great Work at O.C. Tanner, a company
that specializes in employee recognition platforms.
Cox believes “an organization’s business potential
is intimately tied to its sense of humanity,” and
she helps cultivate workplace cultures where
people feel connected to the greater purpose and
impact of their work. She was named 2018 Human
Resource Executive of the Year by the Stevie Award
for Great Employers. Here’s what she had to say
about employee recognition, why it matters, and
how to do it right.
Feb 2022 Issue • p. 5

Why is employee recognition so important?
How does it change organizations and employee experience?
Employee recognition has the power to
transform organizations and the people in
them. Being deliberate about recognizing
the positive actions, heroics, experiments or
ideas that are of strategic and operational
importance to your organization will lead to
more of those behaviors. We often speak
of company values, even put them on the
wall, but recognition can be a strategic way
to show our employees what those values
and priorities look like in action. It’s amazing
to watch the benefit of recognition to both
the recipient and those who witness a great
recognition moment. While the moment itself
may incorporate an award, points or a trophy
for the celebrant being recognized, some of
the biggest benefit is experienced by those
who watch and listen to a leader or presenter
detail the accomplishment, connect its
importance to the organization, and then
think to themselves, “I can do that, too” or
“I know a way I can create an outcome like
that in my area.” This creates the best kind of
ripples in an organization.
Beyond its key role in helping organizations
bring strategy to life, recognition also
improves the wellbeing of employees as it
connects them to the purpose of their work
and communicates that their hard work is
seen, they are of value, and their work matters.
Feb 2022 Issue • p. 6

What are some examples of best practices around employee recognition?
The best kind of recognition is steeped in authentic appreciation for personal contribution that is
connected to strategic outcomes. That sounds complicated, but it doesn’t have to be. For example, if
you want your team members to greet customers in a specific way, catch someone doing it right and
make a moment out of it. Need creative thinkers solving critical business issues? Don’t wait until you
are sure the project will solve all of your problems, take the time to cheer the person or team for diving
in, asking hard questions, and making progress. The best recognition is specific, timely, and sincere.
Recognition done well connects people in your organization to their purpose and each other. Too often
organizations opt for less personal, large group events where everyone is thanked – that is a great
start and can be done in the right way, but too often that type of recognition is generic and scheduled
in a way that makes it an expectation rather than a memorable, personal experience. You might also
consider a peer-to-peer recognition program that ensures the everyday goodness your employees are
bringing can be recognized by those who see it most and up close.
How can organizations improve their
recognition practices?
If you are new to encouraging appreciation in your
organization or prioritizing more formal recognition, just get
started. You may find a quirky way to celebrate something
unique about your company or way that you work – run with
it. You can always iterate as your organization matures its
recognition and appreciation practices. I would recommend
taking the time to create or participate in a leadership
training or at least a conversation that includes sharing
both how to recognize effectively and why appreciation is
critical to organizations, teams and individuals – this is key
to ensuring appreciation becomes a key aspect of your
culture modeled by its leaders.
You can visit octanner.com/global-culture-report to learn more about what employees are saying about
what type of appreciation matters most to them in today’s workplace. •
Feb 2022 Issue • p. 7

A GUIDE TO SOCIAL MEDIA
RECRUITING FOR YOUR SPA
Recruiting is time consuming and can be
expensive. Fortunately, there are ways to
reduce that time and cost while reaching more
talent for your spa.
Social media is one of those ways. Social
media platforms, including TikTok, Instagram,
Facebook, LinkedIn, and more, are widely
available marketing platforms that allow you
to reach a great number of people and that
are, at least to some degree, all free to use.
If you’re not using it for your spa recruitment,
why not?
Feb 2022 Issue • p. 8
Social media is one of the most
effective and cost effective
recruiting tools. Here’s a guide
to social media recruiting for
your spa.

Some statistics about social media recruiting:
79% of job applicants use social media in their job search.
70% of hiring managers say they’ve successfully hired with social media.
73% of millennials found their last position through a social media site.
71% of recruiters said social media recruiting was effective in decreasing time-to-fill for
non-management, salaried positions.
80% of employers say social recruiting helps them find passive candidates.
91% of employers are using social media to hire talent.
Feb 2022 Issue • p. 9

Why use social media to recruit for your spa
Those are some interesting numbers. Let’s take a
little look at what they mean. Recruiting through
social media will help you:
to attracting top talent. Social media is probably
the single most effective way of promoting your
employer brand.
Reach and hire more and better candidates.
“70% of hiring managers say they’ve successfully
hired with social media.”
“79% of job applicants use social media in their job
search.”
“73% of millennials found their last position through
a social media site.”
“Job seekers rank social media and professional
networks as the most useful job search resource.”
Whether you’re posting a job on your company
website or a job board, or using a recruiting agency,
you can reach significantly more people through
social media, usually organically.
Hire faster and reduce recruiting costs.
“71% of recruiters said social media recruiting
was effective in decreasing time-to-fill for nonmanagement,
salaried positions.”
Using social media to recruit can cut down on
costs of job boards and recruiting agencies. If you
build a strong brand you shouldn’t have to pay to
promote posts, though this can also be done fairly
cost effectively. Reducing time spent also means
reducing costs.
Reach passive candidates.
“80% of employers say social recruiting helps them
find passive candidates.”
A passive candidate, meaning someone who is
not actively job searching but who may be open to
the right opportunity, will probably not see your job
board posting, or even your LinkedIn posting. But
they might see something on social media that
appeals to them and consider looking into it.
Promote your employer brand.
“Job seekers rank social media and professional
networks as the most useful job search resource.”
Your employer brand is everything when it comes
Feb 2022 Issue • p. 10

How to use social media to recruit for your spa
When executed effectively, social media recruiting is a cost effective way of reaching a wide range of
talent. Here are six tips for executing an effective social media recruiting strategy for your spa.
1. Use channels popular with your target audience
Know exactly who you want to reach, find out where
they hang out, and go meet them there. It’s not always
reasonable to maintain accounts on all platforms,
nor is it necessarily a good use of your time.
LinkedIn is always a good recruiting platform. You
can use both your personal and your company
profiles to promote your job openings. But how many
talented, passive candidates for spa therapy jobs are
active there?
Your audience is probably on Instagram and TikTok,
and maybe Facebook, though the demographic there
skews older these days. Twitter can also be used for
recruiting but may not be the ideal place to find spa
and wellness talent. Only you can know where your
audience lives.
2. Take an always-on approach
Whichever platforms you choose, you must keep
them updated and in regular use, and not only post
when you are trying to promote something, like an
open position. Do this with recruiting, among other
things, in mind. Many people think of recruiting only
when there is an open position to fill. If, however,
you create a brand where people are eager to work,
you can have your pick of employees when the time
comes.
This means not just posting but engaging with other
accounts and building a community. Don’t think of
social media as a one-way conversation in which
you blast out your message. Think of it as a virtual
networking event that never closes, where you have
conversations and engage with people.
Feb 2022 Issue • p. 11

3. Focus on building your brand
Your brand is the key element of marketing.
Build it.
Both your consumer brand and your employer
brand matter when it comes to recruiting. While
your employer brand is the image you present to
existing and potential employees, your consumer
brand is the brand you present to customers. But
don’t think of these as separate entities. Think of
them as part of one holistic package. The type
of business you run and customer you appeal to
will impact the type of talent you attract, and vice
versa.
That being said, you may also have an “employer”
page dedicated to showcasing work life at your
company and promoting job openings.
4. Join groups
Joining groups on Facebook and LinkedIn can help
you find talent through network connections. Here
you can often find many people who are open to
work and people willing to refer you to their opento-work
friends and colleagues.
Be otherwise active in these groups and engage
with other users, so that when you are looking for
employee referrals, people will be responsive.
5. Engage your existing employees
There’s a good chance your existing employees
have their own social media accounts and use
them actively. Design a program that encourages
them to help promote your brand and recruit
through these channels. The key is to make it
easy for them. Present them with post guidelines,
or even outlines, that they can put up themselves
if they so choose – or encourage them to create
their own posts about jobs and what a wonderful
experience it is to work for you. If they are happy at
work they will be your best ambassadors.
This should not be mandatory. Forcing your
team to post on social media if they don’t want
to is the opposite of a good employee experience.
Encourage. Don’t require.
6. Be creative
There are a lot of social media accounts, and a lot
of spas out there. And most of them are probably
hiring. Find what makes yours a special place to
work, and showcase that in your social media
recruiting strategy.
What can you do that is unique and creative that
will attract the talent you need? Figure that out and
do it. •
Feb 2022 Issue • p. 12

21 JOB INTERVIEW QUESTIONS
TO ASK WHEN HIRING A NEW
STAFF MEMBER AT YOUR SPA
By the time you get to the interview stage,
you already know enough about the
candidate from their resume and cover
letter to think they might be a good fit for
your company. Meeting them in person
will tell you if your assessment is correct.
You want to find out if their resume is an
accurate representation of who they are,
and whether they will be a good fit with the
rest of your team. You also want to know
if the candidate will help you and your
business reach your goals, which probably
include growing revenue through creating
incomparable guest experiences.
Assessing a potential hire
for your spa, wellness, or
hospitality business? We’ve
got a list of great job interview
questions to ask when hiring a
new staff member.
This means asking the right questions. We’ve talked about this before. Now, let’s expand on
the concept with some job interview questions to ask when hiring.
Feb 2022 Issue • p. 13

Don’t waste time on the wrong questions. Your conduct in the interview matters as much as the
interviewee’s. You should not show up knowing nothing about the candidate, without having read their
resume, and ask questions like “Do you have experience working in a spa?” or “Where did you attend
school?” You should already know the answers to these, because you have read their resume and cover
letter. We expect job candidates to show up to the interview well prepared and we should show them
the same courtesy.
It’s important to prep your questions beforehand as well. Here are 21 job interview questions to ask
when hiring a new staff member at your spa:
21 job interview questions to ask when hiring a new staff member at your spa:
Tell me about yourself.
A simple way to break the ice. Do they lead with
their career history or the names of their cats?
What the candidate focuses on will provide a lot
of insight into who they are as a person and what
is important to them.
Tell me about your work experience.
You know what they do, how many years of
experience they have, and where they have worked
from their resume. You should also know, if they
are a treatment provider, what areas they are
proficient in. Hearing about it firsthand from the
candidate should confirm what you’ve read and fill
in any gaps.
How did you hear about this position?
You want to know if they were referred, for which
you should thank the referrer, or found your job
through a board or social media. It’s good to know
how word is getting out there.
Feb 2022 Issue • p. 14

What do you know about this company?
You want a candidate to have done their research and to come into the interview knowing
what is unique about your company. This is a sign of enthusiasm, work ethic, and more
good things. If they can’t tell you anything, that’s a red flag.
Why do you want to work here?
They should be able to tell you why they want to work for you, rather than for someone
else. Of course, they want to work for you because they need to pay the bills, and that’s a
good reason. But being able to point to why your spa or wellness business in particular
is a good workplace shows, again, that they did their homework.
Why are you leaving your current job/did you leave your last job?
Most people are not going to tell you if they were fired for cause, but you can still gauge
a lot here. Be wary of any person who speaks negatively about their former workplace,
employer, or colleagues. This is a bad sign.
Why did you choose a career in hospitality, spa, or wellness?
Was it a desire to travel and see the world, a passion for customer service, a desire
to help others? Do they light up when they talk about their career choice? The answer
should tell you why they do what they do, and how they tell the story will give you an idea
of how they will communicate with guests.
Feb 2022 Issue • p. 15

How would you define and deliver exceptional guest service?
Exceptional guest service has a basic meaning for most people. Everybody knows to say
something about going “above and beyond” when asked what excellent customer service
means. Hopefully, you’ll get something a little more thoughtful out of your applicant, which
is why you’re asking how they would go about it.
Can you give me a past example of how you have done something exceptional for a
guest?
It’s one thing to be able to talk about it, another thing entirely to demonstrate that you have
put it into practice. The answer to this can tell you a lot about a candidate’s work ethic,
decision making skills, and creativity.
Tell me about a time you encountered a difficulty with a guest or colleague and how
you handled it.
Customers can be demanding, and workplace conflicts can arise between staff members.
Your employees need to have top notch interpersonal skills, embody the qualities of
empathy and compassion, and be able to communicate effectively.
How would you handle a guest who behaved inappropriately?
Unfortunately, spa staff must know how to handle inappropriate guest behavior with
confidence. That being said, you should also have a protocol in place to protect your team
and that tells them exactly what to do when faced with a difficult situation.
Tell me about a time you had to make a big decision at work and how you came to that
decision.
Decision making skills are valuable in people at all levels in a workplace. You don’t want
team members running to you every time they have to make a decision about a guest or
something else.
Tell me about a time you made a mistake.
The ability to own up to mistakes is valuable in a good employee. If a candidate can’t tell
you about a real mistake, that’s a red flag. We’ve all made them. And the mistake shouldn’t
Feb 2022 Issue • p. 16

e something that blames someone else or
ultimately hides a brag, like, “I trusted a colleague
and wound up having to do all the work myself!” or
“I suffered burnout because I care too much and
work too hard.”
What would you do if you spotted a possible
medical issue with a guest? Can you give me
some examples of what this might look like?
A spa therapist may spot lumps, rashes,
discoloration, or other skin conditions the client
hasn’t noticed or can’t see, and they should know
what to look for. You need to know that they
will handle this with tact, not make the guest
uncomfortable, not make an armchair diagnosis,
recommend the guest consult a doctor, and not
scare them unnecessarily.
What do you enjoy most and least about what
you do?
This will give you some insight into an applicant’s
personality and identify areas where they may
encounter difficulties or issues in the future and
where you might need to offer support.
How would you make a stressed or anxious
guest feel more comfortable?
Do they have a plan or protocol for this situation?
Spa treatments can be emotionally fraught
experiences and you need to know that a therapist
has the ability to put anxious guests at ease.
What steps should a spa therapist take to ensure their own safety and that of the guest?
The answer should cover cleaning and sanitation, reviewing guest history, asking the right questions
before treatment, and anything else that related to safety.
Feb 2022 Issue • p. 17

Would you be comfortable making additional
treatment recommendations?
Therapists are often expected to recommend
products, and even lifestyle changes. You want
someone who is comfortable making these
suggestions (but not pushy or overly salesy
about it).
Do you think you will be successful making
retail sales?
If you’re interviewing for a front desk position,
on the other hand, the sales question should
probably be more front and center. Ask about
their success in this area and what they expect
from themselves in future.
Why should I hire you?
You’re looking for an answer that focuses on
your success, the guest, and what the candidate
can offer and bring to the table. The candidate
should not use this opportunity to talk about
their own needs and wants. The answer to this
question should be some variation on “you
should hire me because I will help your business
be successful in the following ways….”
Do you have any questions for me?
A job candidate who is enthusiastic about the
role and who has done their research on your
company will have questions pertaining to the
workplace culture, the demands of the job, and
what it will take for them to succeed in the role.
If they don’t have questions, they might not be
that interested.•
Feb 2022 Issue • p. 18

FEATURED PROPERTY:
RENAISSANCE BALI
NUSA DUA RESORT
Renaissance Bali Nusa Dua Resort
sits on the hills above Nusa Dua,
overlooking sprawling views of the
lush green canopy and Indian Ocean.
Marriott Bonvoy’s Renaissance Hotels
recently opened Renaissance Bali Nusa
Dua Resort, the brand’s second property
in Island of the Gods.
Feb 2022 Issue • p. 19

The resort sits on the hills above Nusa Dua, overlooking sprawling views of the lush green canopy
and Indian Ocean, and features 310 guest rooms and four thematic pools, to welcome travelers
ready to discover unexpected gems in the tropical destination. Drawing inspiration from the
richness of Balinese culture and the grand theatrics of traditional local dances, the design of
the Renaissance Bali Nusa Dua Resort pays homage to one of the oldest forms of
performing arts on the island.
Designed as a tribute to the island’s heritage
Guest rooms and suites are designed as a tribute to the island’s heritage,
with a Balinese mask pattern on the ceiling and turquoise-accented walls
for a sense of calm, and feature breathtaking views of the island, plush
bedding, private balconies, fashionable living areas, and bathrooms with
soaking tubs.
The resort houses six food & beverage experiences. These include
Backstage, an all-day dining restaurant offering wide selections of local and
international favorites at buffet and live stations; Lion X, a contemporary
Chinese restaurant; and Nusantara by Locavore, an Indonesian restaurant
spotlighting the country’s culinary heritage with a fresh take on regional
cuisines. More features at the Renaissance Bali Nusa Dua Resort include
12,055 square feet of event space.
The four thematic pools include a main
pool and a jungle pool that mimics the
natural beauty of the island, crowned in
lush greenery and set along a man-made
waterfall. At the lagoon-like jungle pool is
also where you’ll find The Cove, a stunning
wedding venue with an aisle stretching
right to the heart of the pool. Little ones
will love the Lava Land Kids Club with a
kids pool.
Feb 2022 Issue • p. 20

The Spa at Renaissance Bali Nusa Dua Resort
The Spa wellness center at Renaissance Bali Nusa
Dua Resort offers treatments inspired by the art of
Balinese healing and a 24-hour gym. From Ayurvedic
treatments and couple massages to kids’ services,
scalp & hair treatments, an award-winning skincare
treatment, and a barber and aesthetic salon for
men, The Spa is where guests will find personalized
transformative experiences after island discovery
journeys and beach hopping.
Each treatment at The Spa is made to order and
guests can craft their own products at the Spa
Mixologist Bar with the guidance of an Artisan.
“Nusa Dua has long been a spirited and soughtafter
enclave in Bali, surrounded by natural beauty,
culture, and history,” said Catherine Flint, Director,
Global Brand Management, Renaissance Hotels.
“We are thrilled to grow our portfolio in the island,
bringing our signature spin on the hotel experience
to deliver an unexpected adventure through a local
frame of mind.” •
Feb 2022 Issue • p. 21

USE PERFORMANCE
BASED PAY TO ATTRACT
AND RETAIN TALENT
Attracting and retaining top talent in the
hospitality industry for the new year is
the topic on everyone’s mind. Rightfully
so. With almost every media outlet
talking about ‘The Great Resignation’
and figuring out how to keep your team
safe as we exit a pandemic, there is
no question that team leaders at every
level are trying to navigate the best
practices for retaining a strong team.
By Sal Capizzi
Digital Content Lead
at Spa Executive
Feb 2022 Issue • p. 22

The number one answer to this issue in almost
every poll and questionnaire out there is, simply,
money. If we pay people more, they will probably
be more willing to work. But, given that spa is
generally a low-profit industry, this can be difficult.
And for practitioners in the spa and wellness
industry there are other related factors to consider.
For example: while we should pay people more
if we are able, that doesn’t mean you should pay
someone that just graduated from school the
same as someone who has been practicing for 10+
years and has taken every continuing education
course under the sun. One of the longest standing
solutions to this is ‘performance-based pay.’
As a former Spa Director, I have been blessed to
see the good, the bad and the ugly in many pay
structures. One of the best pay structures I’ve
worked with in the past was a tiered commission
structure. Most spas use a commission-based
pay structure. This is simply taking that common
practice to the next level. It works by creating
performance-based tiers, starting at Tier 1
and ending at Tier 4 + a bi-weekly bonus upon
performing over 30 services in a two week pay
period.
Here is an example of how it could work for one
of your practitioners:
Say you hired Eric straight out of school, post
boards, as a Tier 1 therapist. He has met and
maintained thresholds that put him at Tier 2 payout
level. But he is now in your office asking how he
can get to being a Tier 3 therapist. Maybe this
requires him to get certified in Hot Stone Massage
so he can start performing that service in addition
to keeping his return request rate above 40% for all
of his bookings. (Using Book4Time really makes
this data super easy to pull up on our ‘Technician
report card’ report. I used it myself to measure
a ton of metrics during so many performance
reviews and one-on-ones.)
This structure is a winning strategy for everyone,
as it helps grow revenue while incentivizing team
members to contribute to the success of the
business. And it helps solve the staffing problem
by increasing earning potential while alleviating
some of your costs.
Performance-based pay increases employee
engagement
When I employed this structure, my practitioners
were always highly engaged and willing to go
above and beyond to get promoted to the next
tier level. I was constantly being asked “What can
I do to get to Tier 3 or 4?” And we would come
up with an achievable action plan with goals and
milestones from there.
Feb 2022 Issue • p. 23

I’ve seen the good, the bad and the ugly in pay structures. Use performance based
pay in your spa to improve both employee experience and revenue.
Now Eric knows what he has to do to get promoted to a Tier 3 therapist, and you can
continue checking in with him, see how classes are going, or even going the extra mile
and seeing if he needs any resources to help find a class. (It’s pretty standard at this
point that continuing education should be reimbursable by the company for the growth
of your team’s skillset.)
A tiered payout structure model like this not only allows you to pay your practitioners
that are at, or on their way to, a mastery skill level a respectable wage but also allows
you to incentivize newer practitioners to continue building their skillset and their prebooked
client list to get to a higher payout or bonus per service.
There were many weeks in which my top performers could be making DOUBLE what I
was making as a Spa Director, which, as a former service provider, sometimes made
me feel like I should roll up my sleeves and start practicing again as well. But at the
end of the day those practitioners were a true testament that it really pays off when you
always bring your A-game and when your dedication to the team and unique skill set is
unmatched.
Practitioners spend many years perfecting their craft, learning new things, and providing
lots of hands-on work in addition to being your biggest customer service marquee. As
leaders, now more than ever, we have the power to build some of our strongest teams
to carry-on into the future •.
Feb 2022 Issue • p. 24

ISPA PRESIDENT
LYNNE MCNEES
ON THE WAY FORWARD FOR THE SPA INDUSTRY
The International SPA Association (ISPA) is
recognized as the professional organization
and voice of the spa industry, representing
health and wellness facilities and providers
around the world.
We spoke with Lynne McNees about the
way forward for the spa industry, what it
will take to succeed in this industry at this
point in time, and how the industry can
tackle the staffing crisis.
ISPA’s mission is to advance the spa industry
by providing educational and networking
opportunities, promoting the value of the spa
experience, and speaking as the authoritative
voice to foster professionalism and growth.
Feb 2022 Issue • p. 25

ISPA regularly releases research and insights, like the Consumer Snapshot Initiative
(launched in 2011), to help people better understand consumer choices and their
overall perception of the spa industry. And, during the COVID-19 pandemic, ISPA has
hosted live virtual Town Halls and education sessions to discuss the industry’s most
pressing challenges, held its first-ever virtual summit (the ISPA Stronger Together
Summit) and developed toolkits to help the industry reopen and move forward,
including a Talent Toolkit to support spas in the face of industry-wide staffing
challenges.
ISPA remains focused on broadening the talent pipeline into the industry and engaging
its passionate member community and board of directors to participate in career
fairs and speak to students about the value of spa industry careers. ISPA has also
created partnerships with groups such as the Beauty Cast Network to promote and
educate people about the vast array of careers in spa and continues to evolve and
expand the educational reach.
For more than 24 years, Lynne McNees has served as ISPA’s President, overseeing
global operations and serving as official spokesperson.
We spoke with Ms. McNees about the way forward for the spa industry, what it will
take to succeed in this industry at this point in time, and, of course, how the industry
can tackle the staffing crisis.
Please talk about your career trajectory and how you came to be doing what you are today.
It was a bit of a roundabout but I have been blessed to find a career I love in association
management. I graduated from the University of Maryland with a Kinesiological Sciences
degree and then stayed in the area. After volunteering on political campaigns and events,
including a national party convention and the Presidential Inauguration, I had the opportunity
to serve for four years in The White House and The President’s Commission on White House
Fellowships, which is a non-partisan program that really helped shape my career today. During
the change of administration, I wound up at the National Association of Chain Drug Stores,
where I found my love for association management. Happenstance took me to Lexington, KY
to work with ISPA 27 years ago and I subsequently met my cute husband.
ISPA has been managed by an accredited Association Management Company — Associations
International — since 1997. We have enjoyed a tremendous partnership.
Feb 2022 Issue • p. 26

What major predictions can you make for the
spa and wellness industry in 2022? What are
you optimistic about?
We’ll have a better idea of how the industry’s
recovery has gone when the Big Five statistics are
revealed at the ISPA Conference in May, but our
member survey from October 2021 indicated that
more than 90 percent of spas saw year-over-year
increases in revenue in the third quarter of last
year.
We are optimistic yet clear-eyed about the
future. During an ISPA Virtual Town Hall last
year, Colin McIlheney with our research partners
PricewaterhouseCoopers (PwC) talked about the
resiliency of the spa industry – noting that despite
the expected drops in overall spa revenue during
2020, revenue per visit fell only two percent. His
view — which we have seen evidence of both
anecdotally and in the ISPA Snapshot Surveys
we’ve conducted since — is that demand for spa
services will remain high, and that once occupancy
restrictions and other limitations ease, business
will return in a big way.
A stronger focus on health and well-being
represents a tremendous opportunity for spas to
bring the benefits of their treatments to a growing
portion of the population. I’m confident that spa
will increasingly be seen as a more regular part
of folks’ wellness routines rather than something
they only enjoy on special occasions or as a oncein-a-while
treat. Those of us in the industry know it
can be so much more than that!
What do you think it takes to succeed in this
industry at this point in time?
The past couple of years have taken something
we already knew and made it clearer than ever:
being flexible and being a strong communicator
are indispensable qualities for any spa leader.
Our industry seems to be evolving more quickly
than ever and being open to those changes
without losing sight of the core of spa — the
guest experience — will be so important as we
move forward. Successful spa leaders will pay
close attention to the needs of their teams and
their guests, listen well, and communicate clearly
to create an atmosphere that puts everyone
(including themselves) in the position to be at
their best.
In addition to those leadership staples, a
collaborative attitude is key. The pandemic has
shown us just how tightly knit the spa industry
is and what we can achieve when passionate,
like-minded professionals embrace their peers
as partners rather than viewing them solely as
competition. Over the past two years, we’ve seen
so many creative and inspiring examples of spas
and brands working together to face challenges
that seemed to multiply by the day. When we say
that the industry is “stronger together,” it’s not just
a conference tagline, it is a proven fact that we are
stronger when we have all hands on the rope.
Are there any trends or developments you’re
excited about?
Anyone who knows me knows that “trends” isn’t
my favorite word, but there’s no doubt that a few
recent industry developments are continuing to
gain momentum.
So much of what was typical about the spa
experience has been reconsidered during the
pandemic, and there is no better example of that
than the ways in which technology has allowed
for an increasingly low-friction guest experience.
The use of technology in spa will continue to
evolve to both meet the changing expectations
of the consumer and allow leaders to re-evaluate
job descriptions within the spa workplace so that
the skills of front desk staff and other employees
might be put to more effective use. At many spas,
guests can use apps or online platforms to manage
Feb 2022 Issue • p. 27

their appointments, the check-in process, and
payment through a mobile device, all without
requiring an employee’s assistance.
There are also a lot of interesting conversations
happening around innovative pricing structures.
Yield management practices such as the use of
dynamic pricing and dynamic availability give
spas the opportunity to maximize profits during
peak times as well as those “shoulder” hours
that can be difficult to fill. Spa management
software allows leaders to seamlessly adjust
their offerings and pricing based on demand,
which not only improves the bottom line, but
allows spa staff and resources to be used more
effectively elsewhere.
What are the biggest challenges the industry will
face?
The ever growing global staffing crisis is a
critical challenge and we are excited to see the
movement around license mobility being driven
by the Council of State Governments. That will
be a game changer. Watch the ISPA Town Hall
on our YouTube channel to learn more.
In addition, continuing to reinvent the spa
experience and ensuring that we stay mindful
of changing consumer preferences. Staying
nimble and listening to their consumer’s everchanging
needs is one thing the spa industry
does remarkably well.
What can be done to solve the staffing problem
in the industry?
We will continue to tackle the staffing crisis and
evolve as an industry. This is not a new problem;
staffing challenges have been one of the most
pressing spa industry issues since well before the
pandemic, and the last two years certainly haven’t
improved the situation. For example, 53 percent
of respondents to a recent ISPA member survey
said that finding qualified massage therapists
was “significantly more difficult” than prior to the
pandemic.
That said, we’re seeing proactive approaches
from many spas, including becoming more
involved at career fairs, sharing spa career
information at high schools and adopting tuition
reimbursement programs to help employees
elevate themselves within their spas. Our
industry contains so many opportunities to
make a positive difference in people’s lives,
and it’s up to all of us to spread that message
far and wide, while also working to keep great
spa professionals in the industry by investing in
them and their goals.
Any news to share about ISPA in the coming
year?
We are so excited to reunite with the ISPA family
at the 2022 ISPA Conference this May in Las
Vegas. It’s been more than two years since we’ve
been able to hold an in-person event, and we
are thrilled to share some incredible speakers,
educational opportunities, and networking
possibilities with attendees. Just being in each
other’s presence again is going to be so special.
Research is also a heavy focus in 2022. In
addition to our annual ISPA U.S. Spa Industry
Study, we’re also planning to conduct multiple
rounds of consumer research, all with our longtime
partners at PwC, to provide members with
the kinds of relevant, real-time data they can
use to continue their businesses’ recovery going
forward. •
Feb 2022 Issue • p. 28

SIX HIRING MISTAKES THAT
SCARE JOB SEEKERS AWAY
FROM YOUR SPA
Looking for new talent? Beware these
six hiring mistakes that scare job
seekers away from your spa.
If you run a spa, there’s a good chance
you’ll be hiring staff in 2022.
Feb 2022 Issue • p. 29

Attracting and retaining talent is an ongoing
issue in spa and hospitality, and one that
has been exacerbated since the onset of the
COVID-19 pandemic. It’s a candidate’s market
in many places, meaning employers need
employees more than the other way around,
and that means your candidate experience
better be good.
A good candidate experience is one in which
a job applicant feels that they are treated
with kindness and respect throughout the
process. Even if someone doesn’t get the job, a
candidate who is well treated is more likely to
have a positive opinion about your company.
If the experience is a bad one, they probably
won’t forget it, and they will also probably tell
their friends. Never underestimate the power
of word of mouth to turn people off wanting to
work for you.
There are some common hiring mistakes
managers across all industries make during
the process. Avoid them to improve your
candidate experience and your chances of
attracting top talent.
Six hiring mistakes that scare job seekers
away from your spa
hiring manager should demonstrate the same
courtesy and show up to the interview knowing
who they are and why they are there.
Asking more of the job candidate than you
are willing to give yourself
Continuing on a theme, employers usually
expect a lot of job candidates. They expect
them to be prepared, qualified, and courteous.
They expect them to be confident and poised
under pressure and to answer questions
thoroughly and competently.
But hiring managers themselves can sometimes
behave in a completely discourteous manner.
They show up late and keep candidates
waiting, they talk over them, don’t listen to
their answers and questions, or are distracted
during the interview.
If we expect job seekers to be on their best
behavior, so we should be when hiring.
If you set the interview time for 1:00 be there
for 1:00, or a few minutes before. Listen when
someone is speaking, ask good questions, and
pay full attention. It’s the least that should be
expected of us.
Not preparing for the interview.
One of the most common hiring mistakes.
By the time you get to the job interview, you
should know the candidate’s job history and
experience, and have an idea of why they’re
interested in the role. That information is in
their resume and cover letter. While it’s true
that some people say cover letters are no
longer necessary to the application process,
it’s smart to give priority to candidates who put
in the effort and include one.
You want candidates to put effort into their job
applications. On the flipside, that means that a
Feb 2022 Issue • p. 30

If you set the interview time for 1:00 be there
for 1:00, or a few minutes before. Listen when
someone is speaking, ask good questions, and
pay full attention. It’s the least that should be
expected of us.
Not being clear on what you need in a new
employee
A job description should be clear and contain the
details of what is expected from the person who
will fill the role.
If you’re hiring front desk staff that will be expected
to know about wellness, meditation, and nutrition,
you need to know what that looks like in an
employee. If you’re hoping that your entire team
will participate in your social media marketing
efforts by becoming brand ambassadors and
micro-influencers, that needs to be communicated
before hiring. If your massage therapists will
also be expected to be salespeople, you need to
communicate that.
Not knowing exactly what you want and need will
prevent you from finding it.
Asking too much in exchange for too little
You might need someone to give massages, answer phones,
run your social media, and sell retail, but is that actually the
job of one person, or three jobs you’re trying to roll into one?
Be mindful of turning off potential talent with unrealistic
job requirements. Nobody wants to work to the point of
burnout or be regularly compelled to work evenings and
weekends. This has been an ongoing complaint about how
the hospitality and spa industries treat their employees, and
recently, people have started saying “No, thank you.”
A recent survey of more than 30,000 job seekers found that
60% would not consider working in a restaurant, bar, hotel
or other hospitality job. Of those, 70% said nothing would
convince them to work in hospitality, and 38% of former
hospitality workers said they are not even considering a
hospitality job. Only 26% said higher pay would incentivize
them to change their minds.
It’s a candidate’s market out there. A job has to be compelling.
Not asking the right questions.
There are common questions that are usually asked in every
interview because they provide good insight into the candidate’s
potential fit with your organization. These include but aren’t
limited to:
Feb 2022 Issue • p. 31

Tell me about yourself.
Why do you want to work here?
Why are you leaving your current job/did you
leave your last job?
Why should I hire you?
Do you have any questions for me?
Beyond these questions, there are others you
need to ask that are specific to your industry,
your organization, and the role in question.
You also need to know your organization’s
strategic goals and how the person in this
role will help you achieve them, so you can
ask questions pertaining to this.
Prepare your questions in advance and
put some real thought and time into them.
We’ve got a list of questions to ask in the job
interview here.
Ghosting candidates
A vast majority of job seekers have been
ghosted by a prospective employer during
the hiring process. This has to stop.
received, another when it is reviewed, and one
when they are removed from consideration
(“This message is to let you know that we will
not be moving forward with your application,”
for example).
This isn’t always possible. But, at the very
least, a job applicant with whom you have
directly communicated through email or by
phone, or with whom you have conducted an
interview, should be told if you are not going
to hire them.
A good candidate experience reflects
positively on your employer brand and a
bad experience reflects negatively. Unhappy
candidates who aren’t well treated can go on
to become detractors and steer talent away.
Avoid these hiring mistakes and be mindful
of your candidate experience and it will make
a big difference. •
Ghosting means ceasing communication
with a person without explanation and it’s
been happening to job seekers for years.
Some hiring managers will even take a
candidate as far as the interview stage and
even then not let them know that they aren’t
going to hire them. These hiring managers
also complain of the same behavior from job
seekers, but this whataboutism isn’t going to
get anyone anywhere.
It’s cruel, and also just rude, to leave
candidates waiting for a call that never
comes, a call that affects their livelihood and
ability to pay the bills.
Ideally, a job applicant is kept informed at
each stage of the process. In an ideal world,
they would be sent an automated message
letting them know their application has been
Feb 2022 Issue • p. 32

SOLVING THE STAFFING CRISIS:
HOW TO ATTRACT AND RETAIN TALENT AT YOUR SPA
When we talk to Spa Directors about the challenges
they are facing, “staffing” consistently tops the list.
For those who don’t have staffing problems – and
we know you’re out there, because we’ve talked to
you too – congratulations! You’re doing something,
or a lot of things, right.
We believe that the industry can improve its staffing
situation and maybe even solve the crisis. But it will
take work. Businesses can’t overwork and underpay
employees anymore, pushing them to burnout. It’s
a candidate’s market right now in a lot of places
around the world, meaning that it’s the job seekers
who have the upper hand and not the other way
around. Top talent can pretty much work wherever
it wants right now. How can you get the best of the
best to want to work for you?
Into 2022 and beyond, the
spa industry will have to reexamine
recruiting and retention
strategies. Here are some tips on
how to how to attract and retain
talent at your spa.
Feb 2022 Issue • p. 33

Check out these actionable strategies for attracting and retaining
top talent.
How to attract and retain talent at your spa
Ask yourself why anyone would want to work for you
Step one. This is the first thing to think about. You probably work pretty hard
on your customer brand. You think carefully about your products, services, and
guest experience, and how these will attract customers to your spa. But do you
put the same focus on why someone would want to work at your spa?
We expect job applicants to bring a lot to the table, but what do we offer them,
besides a paycheck? Is that paycheck enough? What is your work environment
like? What growth and development opportunities do you offer? How’s the
work life balance? Is there a greater purpose? Are there corporate social
responsibility initiatives? What is your value proposition for employees? And
how is it different from the other spa across the street? If you can’t think of
anything, that’s a thing you need to fix right now.
In job interviews, hiring managers commonly ask, “why do you want to work
here?” Give them a real reason beyond, “because I need a job.”
Fine tune your employer brand
Your employer brand is how you communicate that value proposition to your
target market of employees, current and prospective. It’s your reputation
as an employer. According to SHRM an employer brand encompasses
an organization’s mission, values, culture and personality. The idea is to
communicate that your workplace is a great workplace.
To read more, click here to download our guide on how to attract and retain
talent: Solving the staffing crisis: actionable strategies for attracting and
retaining top talent at your spa
Feb 2022 Issue • p. 34

PARTNER PROFILE
JENNIFER WAYLAND SMITH,
WAYLAND-SMITH CONSULTING
About Jennifer Wayland-Smith
Over 30+ years, Jennifer Wayland-Smith
has opened and operated some of the
most prestigious spas in the United States.
Jennifer has extensive experience in spa
and resort pre-opening, spa operations,
menu, and product development, and
retail buying and merchandising.
Jennifer has also been a Membership
Committee chair with ISPA (International
SPA Association) and a member of the
ISPA Board of Directors. She is currently
serving as co-chair of the Speaker Task
Force, a group she has been involved
with since 2014, and sits on the ISPA
Nominations Committee for the 2022
Board of Directors selection process.
Wayland-Smith Consulting can
assist at every part of your spa’s
business journey. Introducing
Jennifer Wayland-Smith.
Jennifer was part of the pilot program for
the Global Wellness Institute’s Mentor
Program. She mentored two young
spa directors that continue to thrive in
this exciting industry.
Originally from Oneida, New York,
Jennifer grew up in Mexico City,
attended university in Texas and now
lives in West Irondequoit, New York. She
Feb 2022 Issue • p. 35

is fluent in Spanish, enjoys travel, volunteering,
photography, puzzles and of course will never
turn down an amazing 90-minute massage!
What does Wayland-Smith Consulting do?
Jennifer has worked for a collection of
hospitality companies –both global and
independent — all of which allowed for a
variety of professional experiences. She has
been involved in the daily operations, planning
and development, construction, opening, and
expansion of world-class spas, and now brings
her wealth of knowledge and operational
experience to you via consulting and business
enhancement services.
Jennifer brings an emphasis on daily operations
and retail, pre-opening tasks and activities,
idea generation, sales, marketing, as well as
planning and development. She combines
these areas with strong administrative and
leadership skills, and thorough knowledge
of spa, salon, fitness, and another wellnessrelated
programming
What products and services does Wayland-
Smith Consulting offer?
Does your business need help with spa and
wellness facility planning, development,
business analysis or something else? Wayland-
Smith Consulting can provide solutions and
leadership.
• spa scheduling software
• staffing guidelines
• design & development
• spa retail services
• marketing
• and much more
Is your spa in need of Spa leadership due to a
resignation, termination or leave of absence?
Allow Jennifer to take the reins for the shortterm,
better known as “task force.” Wayland-
Smith Consulting provides:
• overall spa leadership
• spa payroll submission
• inventory management
• retail merchandising & purchasing
• efficient scheduling of spa staff
• communication with hotel and resort
• expert feedback on current spa operations
• tasks related to all areas of spa operations
For spas, resorts and hotels in-development,
ensure a smooth construction and design
phase that results in a successful grand
opening with expertise in:
• spa concept development
• menu of services
• budget development
Feb 2022 Issue • p. 36

What makes you unique?
Jennifer’s ability to quickly recognize and act
upon overall needs as well as her flexibility with
scheduling allow her to seamlessly blend in with
your existing operation. She understands the
complexity of a spa and can be part of the solution
from the planning stages of a new spa or work as
a task force team member in an existing spa
Who are some of your past or present projects
or clients?
Since Jennifer’s first professional spa experience,
she has been developing relationships that
have allowed her a variety of spa and hospitality
experiences. Notable spa and property openings
include:
• Spa Botanico at Dorado Beach, A Ritz-Carlton
Reserve in Dorado, Puerto Rico (resort and spa)
• The Spa at Saddlebrook Resort in Tampa,
Florida (spa)
She has led the spa teams at Spa at the Del Monte
in Pittsford (Rochester), NY; Mandarin Oriental in
Atlanta, Georgia; Golden Door Spa at The Boulders
in Carefree, Arizona; The Spa at Chateau Elan
Winery & Resort in Braselton, Georgia; and The Spa
at Bally’s Park Place in Atlantic City, New Jersey
Need help with your spa, at any stage of your
business journey? Jennifer says:
“Whether your spa is new and opening soon, or an
already existing spa, I will evaluate your business
needs and provide real-world solutions to improve
your overall spa operation. No spa is too big or
too small. I look forward to working with you!”
Visit Wayland-Smith Consulting to learn more and
get in touch.•
• The Spa at The Hotel Hershey in Hershey,
Pennsylvania (spa)
Feb 2022 Issue • p. 37

BOOK ONLINE,
PAY ONLINE,
SKIP THE LINE
Enjoy the contact-less experience.
Feb 2022 Issue • p. 38

IMPROVE YOUR SPA EMPLOYEE
EXPERIENCE WITH THESE
SOFTWARE TOOLS
Spa employee experience should be a top
consideration for all leaders right now. It’s a
key element of business success. Leaders
need to ensure that employees are well taken
care of, that their needs are met, and that they
have the tools to succeed
.
But this isn’t always the case, partly because in
this industry, managers are stretched thin and
trying to juggle numerous tasks, and partly.
Happy employees are
productive employees. Improve
your spa employee experience
with these software tools.
Feb 2022 Issue • p. 39

ecause there’s not always a clear process for how to accomplish this. Fortunately, there’s
a range of software solutions out there designed specifically for this purpose. Software can
help you manage health and wellness programs and reward & recognition programs, collect
feedback, engage employees through challenges and gamification, and provide the tools your
team needs to succeed.
Let’s take a more in-depth look at how software can help you with employee recognition in
your hospitality business and at some of the best-known employee wellbeing SaaS (software
as a service) platforms out there.
Health and wellness programs, support, and coaching
It matters that employees know that you care about and are engaged in their health and
wellness. A report from SHRM found that employees who believe their employer cares about
their health and wellbeing are:
38% more engaged at work
17% more likely to still be working there after one year
28% more likely to recommend their workplace
18% more likely to go the extra mile for the organization
91% of employers are using social media to hire talent.
There are a lot of great software solutions out there that support employee wellness. Virgin
Pulse, for example, offers holistic health and wellbeing solutions that encompass mental and
physical health and wellness. And Limeade’s employee wellbeing programs are designed to
create happy, healthy, and engaged workforces.
League allows employers to address employee needs across the “healthcare continuum,”
encompassing general, mental, and family health. League uses AI to create personalized
programs, and predictive technology to identify health risks and connect people with preventive
care and support. League also allows employees to find programs or resources, and get livechat
support.
Feb 2022 Issue • p. 40

Challenges and gamification
Gamification is the strategy of employing game-like
rules and rewards to activities that aren’t actually
games with the goal of engaging and motivating
employees by making work fun. Gamification
can provide an incentive to keep going instead of
throwing in the towel when things get challenging.
Fitness apps use gamification to encourage users
to reach their goals. When you reach your 10,000
steps and your Fitbit vibrates, you’ve won, and you
get a feeling of accomplishment. Gamification
applies to when employees reach their work goals
and targets, and it can also apply to other areas of
employee engagement. For example, to boost
employee wellbeing.
Limeade, for example, offers wellness quests that
encourage employees to include extra exercise into
their day, healthy competitions and team vs. team
challenges, and “power-ups,” which are quick tasks
that become small wins (like in video gaming). This
might be doing a few jumping jacks or standing up
and walking around for a few minutes instead of
fitting in a full workout.
Virgin Pulse is another example that uses “addictive
technology and core principles of gamification as
a solution to improving employee wellbeing.”
Reward & recognition programs
Lack of recognition ranks as one of the top reasons
people leave jobs. Data from the U.S. Department of
Labor reportedly shows that the main reason people
leave their jobs is because they don’t feel appreciated.
Employee recognition software company, O.C.
Tanner, conducted a survey and asked workers,
“What is the most important thing that your
manager or company currently does that would
cause you to produce great work?” And the most
popular response was “recognize me.” Thirty-seven
percent of respondents said that more recognition
would encourage them to produce better work.
Unfortunately, a majority of employees don’t feel
recognized at work.
O.C. Tanner’s Culture Cloud Recognition is the
preferred solution for 31 of the Fortune 100 Best
Places to Work For. “Culture Cloud Recognition
makes it easy to send leader or peer-to-peer or
recognition, trigger individual service milestones
or company-wide celebrations, and deliver points
redeemable in a world-class rewards store. HR
leaders can monitor results in real time, manage
budgets, and make informed decisions to improve
usage and impact. 93% of Culture Cloud clients
report measurable ROI in the first year.”
Collecting Feedback
You can’t fix a problem if you don’t know about it. In
most cases, an unhappy customer won’t complain,
they just won’t go back. And employees are similar.
Employers often don’t know they’re about to lose
an unhappy employee until it’s too late. Stay
connected with your teams and ask them how they
are feeling. If you don’t ask, you won’t know.
Limeade’s TINYpulse is a cloud-based employee
engagement and feedback software. It allows
you to collect real-time feedback about how your
employees are feeling, whether they are happy,
frustrated or burnt out, for example. In other words
to “take the pulse” of your organization. Employees
can also provide anonymous feedback. TINYpulse
can help employers understand why people are
leaving and take steps towards better retention.
Culture Amp is another software that offers a
survey platform and analytics for managers that
include turnover prediction and goal tracking.
talent.
Feb 2022 Issue • p. 41

Provide the tools your team needs to
succeed
Your spa business operations software should
also support your employees by supporting their
day-to-day tasks. It should be easy to use and
intuitive, and should make doing their jobs easier
– not harder. A software that isn’t user friendly
can cause a host of issues and make employees
nervous about using it.
Book4Time supports employees and their
success in a variety of ways. Easy scheduling
that avoids conflicts and a dashboard that allows
users to view their appointments from anywhere
at any time, for example.
A spa software should allow you to stay
connected with your team, track KPIs, and
facilitate performance management. The
information gathered from Book4Time’s
reporting dashboard can serve to create a flow
of communication between leaders and team
members.
Book4Time’s note taking function also allows
employees to log customer information and easily
access it before an appointment, allowing them
to personalize and elevate every guest experience,
which helps them build better relationships with
guests and makes them more likely to succeed at
every aspect of the job.
Your employees are more likely to succeed if
they’re given the tools – and you’re more likely to
succeed if your employees are successful.
The range of available software out there can help
you create a warm, welcoming, and supportive
environment for your team.•
Feb 2022 Issue • p. 42

Spa Executive
FOR LEADERS IN THE BUSINESS OF WELLNESS
ADVERTISE WITH US
CONTACT SAL CAPIZZI FOR MORE INFORMATION
SCAPIZZI@SPAEXECUTIVE.COM
info@spaexecutive.com | www.spaexecutive.com
Feb 2022 Issue • p. 43