usually, the applicant [may] not [be] a good fit for the spa
team and/or doesn’t have all the desirable attributes management had hoped for.”
“Hiring anyone who can fog a mirror when we need to fill
a position is a bad idea,” agrees Angela Cortright, owner of
Spa Gregorie’s which has multiple locations in Newport
Beach, Santa Margarita and Del Mar, California. “When we
lower our standards, we ultimately pay the price.”
Finding the Talent You Need
Being thorough in candidate selection is the best way to
reduce employee turnover and ensure smooth, uninterrupted
operations. It does, however, require time, patience, and
knowing exactly what your needs are in terms of personnel.
According to Gibson, traits that are usually good in any spa
environment are a collaborative and caring nature, responsibility, and dedication to both providing the best spa experience
to the client as well as contributing to the company’s growth.
“An entrepreneurial spirit is not necessarily bad, if the
manager or director can channel that drive into the spa’s performance and continue to provide challenges and career
opportunities for this type of employee,” she says. “Some
typical warning signs of a poor candidate might be over-pride-
Aromatherapy class at Conrad N. Hilton College at the University of Houston.
30 PULSE
■
May 2012
"Local beauty schools
have an alumni database full of potential
employees," says
Joanne Berry of Bellus
Academy.
ful boasting, an unwillingness to undergo additional training,
inflexibility in availability, and lack of enthusiasm for the spa
or any of the tasks associated with the position for which
they are applying.”
Partnering with Schools and Institutions
An effective way to find qualified spa staff is by establishing
relationships with local and national schools who train students going into hospitality and spa-related fields. Some of
these facilities have placement officers that will help students
find internships and job opportunities.
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