FAST
In 2011, two retreat meetings in Vermont allowed [ comfort zone ]
FACTS employees to brainstorm in a casual environment that included activities like
s’ mores and Prosecco at a bonfire and an hour of martial arts exercises.
Challenges and Benefits One of the biggest challenges associated with employee idea generation is when employees don’ t feel confident that their idea can make a difference. When an employee’ s idea isn’ t accepted, employees can also feel rejected.“ It is a balance that is important to manage,” Hewitt says.
Despite the challenges, garnering creative suggestions from employees can lead to constructive results. For example, one of Hewitt’ s therapists came up with a bamboo massage long before it became a popular trend or was available through other vendors. Another esthetician developed a successful way of cutting back the spa’ s skin-care inventory, which ended up saving a substantial amount of money over a year.
One of the biggest benefits of involving staff members in the idea generation process, however, may be the fulfillment a staff member feels when they are personally contributing to the success of the spa business.“ They feel excited that they can actually see their ideas in print or on the web menu. This makes them feel proud,” Hewitt says.
Cortright says some ideas suggested from employees might be unreasonable or unattainable. In those cases, Spa Gregorie’ s does its best to be respectful and diplomatic to avoid any strain in employee relationships if their ideas aren’ t put into practice.
On the other hand, many employee ideas have led to improved spa operations. As a result of brainstorming with staff, Spa Gregorie’ s no longer buys small bottles of hand sanitizer, instead, refills from a gallon-size container, reducing both cost and waste. All light bulbs at the spa were also replaced to CFLs or LEDs as a result of an internal suggestion. Negotiating lower minimums and lower shipping from vendors to instituting new treatments like the Fassage( a combination of a facial and massage in one) were all results of employee suggestions.
As a result of its idea-generating culture, [ comfort zone ] also implemented a number of new educational initiatives. Nehme and Helena Holden, [ comfort zone ]’ s international education manager, are currently developing a course in“ a complete sense of education,” aimed at creating greater synergy between what is taught to teachers and therapists and what therapists teach their clients. Two of the company’ s national account executives also worked with Nehme to expand a class on active ingredients that will include the emotional effect of touch, as well as a customized creative approach to [ comfort zone ]’ s core anti-aging facials.
As a manager, Nehme says encouraging her team and promoting the idea of“ shared responsibility” is one of her primary objectives.
“ I believe 100 percent in nurturing my team. I believe that it’ s important to support them, to be available, to communicate and share, to inspire and teach them,” she says.“ But the team is also responsible for the success of the company. They are responsible for profound knowledge and technical ability. They are responsible for fully participating as ambassadors of our brand, and for doing their best to ensure success of the company, and success for every client they work with.” n
June 2012 n PULSE 41