BY ELLA KENT What ’ s Next for the Spa Industry ?
THIS IS A UNIQUE POINT IN TIME . We are poised to return to normal ( or , at least , something resembling normal ) after a year when we ’ ve had to work through a global pandemic and face challenges that required incredible creativity new levels of resilience . In the rush of returning back to business as usual , it would be a shame to forget about the gift of perspective that the pandemic has given us . While we can ’ t predict the future of the spa industry with any degree of certainly , we can reimagine what our spas should be , and in doing so , establish better and more impactful spaces for our guests and team members alike .
What I have heard overwhelmingly — whether at the ISPA Stronger Together Summit , in the news or in my own life — is that the pandemic has challenged our priorities , reminding us that what matters most is health , family and relationships . If we as an industry are to carry that notion forward into our future , there are strong implications for the ways in which our businesses operate with regard to both managing our team members and in providing experiences for our guests . On the team member front , we are waging a twofront war at the moment : not only are we having significant challenges finding talent to join us , but research tells us a quarter of the workforce is planning on changing jobs in the upcoming year . This directly challenges the old business adage ,“ If you don ’ t work , someone else will come along and do it .” People see that they have choices and are voting with their feet .
To tackle this challenge , change needs to happen from the top . First , we need to confront overwork ( and the burnout that it inevitably produces ) in all its forms . We — and this includes yours truly — tend to glamorize the hours we work and the sacrifices we make with respect to our health , family and relationships . As leaders , we first need to establish real work boundaries with ourselves and set the example for all those in our organizations , including our fellow spa leaders , who look to us for cues on how to handle their professional and personal lives in a sustainable way . Work-life balance isn ’ t something we can preach to our guests and neglect ourselves . This is particularly true for our provider staff . They need time and space to rest and reset , to be in a space of caring so that they may deliver care in turn . And while providing staff with extra recovery time between treatments might cause some short-term pain on the bottom line , we can make up those deficits through the extraordinary service we deliver , as well as through other avenues — providing content via technology between visits and offering authentic retail opportunities , for example . Building these deeper relationships with our guests will lead to more repeat visits , longer and more treatments per visit and more purchasing when they are present .
We must also lead our staffs in a way that speaks to the expectations and dreams of our Generation Z and Millennial team members ( which , it ’ s important to note , is most of our
We know that regular exercise can help reduce stress , so if your spa has a fitness component , offer use of that space to employees . If your spa doesn ’ t have such a space , get creative and form partnerships with nearby yoga or fitness studios .
42 PULSE ■ AUGUST 2021