TALENT TOPICS
CONTINUED
“ Spas need to evaluate and deliver on these new customer expectations of transactional convenience , while investing in resources that facilitate the human-to-human connections that differentiate spas from other wellness businesses .”
In ramping up for future business , spas must have tactical tools to carefully evaluate their operating hours , demand periods , and treatment volume to flex teams accordingly . Spas should create a dynamic labor model that forecasts treatment demand along with the specialists and support team deployment to deliver on those business levels . Key metrics such as guest capture , average spend and treatment mix can be used to help accurately forecast and support demand .
As communal experiences ( locker rooms , wet areas , lounges ) are revived , dynamic labor modeling will help spas carefully assess the staffing levels needed to support those spaces . With a heightened focus on cleanliness , these positions are essential ; however , staffing levels need to be dictated by treatment demand and other sources of top line revenues to remain profitable .
With profitability in mind , there also needs to be operational strategy around the areas in the spa that require high-touch service and those that don ’ t . While the thirst for human connection has been clearly seen in the demand for massage during the pandemic , how important is it to have a customer call the spa versus promoting online booking ? How important is it to have a person take a credit card versus using Apple pay ? Spas need to evaluate and deliver on these new customer expectations of transactional convenience , while investing in resources ( training , technology , people ) that facilitate the human-to-human connections that differentiate spas from other wellness businesses .
Now is also the time to assess policies or procedures that may have been problematic in the past , then adjust for an evolved team culture . Spas should question legacy practices that no longer serve this new guest dynamic and adjust accordingly . Is the appointment assignment policy optimizing booking opportunity and personalization for all customers ? Is it providing growth opportunity and recognition for the team ? Are the compensation structure and incentives in tune with the current business climate ? Do they properly motivate the team and recognize a job well done ?
With leadership awareness , reflective business assessment , and a focus on building human connections , spas will emerge from the pandemic more structurally sound and with a wellness team culture ready to listen , heal and thrive . n
TOP 5 TAKEAWAYS
1 Deliver a hyper-personalized experience .
2 Focus everyone on customer connection and satisfaction .
3 Create a dynamic labor model .
4 Allocate touch like a resource — use it where it has the biggest impact .
5 Question legacy practices that no longer serve the new guest dynamic .
JESSICA SHEA is the Senior Director of Spa and Fitness Operations - Americas for Hilton , currently leading the wellness strategy and operations for Hilton ' s growing portfolio of spas and fitness centers in the Americas and Caribbean . Prior to her current role , Jessica served as Hilton ’ s Director , Global Brand Spa , responsible for leading the strategic direction of Hilton ’ s spa brand concepts globally .
48 PULSE ■ MARCH 2021