MEMBER PERSPECTIVES CONTINUED FROM PAGE 28
Denver for pop-up events that can be marketed as special limited engagements . “ It ’ s a hotter commodity for locals and even tourists passing through ,” says Vega . “ Book now before these appointments are gone ! So that ’ s how we ’ re doing the skin care side of things .”
Group Dynamics
Another challenge facing spa leaders has less to do with getting staff on board as they scale up operations , and more to do with the atmosphere once they get there . Though the staff at Sea Island is as busy as ever , pandemic-related restrictions mean that achieving the level of togetherness and camaraderie that often exists at spa can be tough . “ We ’ ve heard that feedback that [ the staff ] really miss being able to have in-person staff meetings ,” says Angela Hutchins . In response , Hutchins opted to hold several smaller staff meetings where colleagues could safely distance while still being together . “ They loved that . Even if we ’ re still sitting eight feet apart from each other , we can still interact . But the energy of all being together in the same room — we ’ ve had some struggles with that . I think it definitely has affected the sense of connectedness ,” she says .
For the team at Sun Valley , being in a location with easy access to outdoor recreation has provided staff with opportunities to stay connected despite the sometimes isolated nature of their work in the spa during the pandemic . “ We have a few who come in , do their thing and go home , but there ’ s a handful that really thrives on that camaraderie with everybody ,” says Nate Smuin . “ Some of our team actually go on hikes , so they can still distance , they ’ re still outdoors . It ’ s just something they took up on their own , which I think is great .”
The small size of Cause + Medic spa means that issues of connectedness are slightly less challenging to confront , although Robin Vega remains mindful of the need to maintain close communications with her small team to prevent any kind of disconnection . “ I would say , since we are such a small operation , that it isn ’ t as much of a concern ,” Vega notes . “ Our little team in our little town , we ’ re operating pretty closely , and even though I don ’ t see them every day , we have weekly check-ins , so I ’ m in constant communication with them .”
What Lies Ahead
As each of these leaders and their spas survey the landscape ahead , their varying circumstances have led them to identify different challenges surrounding their staffs . At the Spa at Sea Island , Angela Hutchins believes that adopting a different approach to scheduling will be key to effectively managing her staff not just from an operational perspective , but from a human one as well . This realization occurred when Hutchins wondered why , despite Sea Island ’ s sterling reputation , “ fantastic therapists were not beating down our door to work here .”
“ We discovered that we had perhaps developed the reputation of not begin flexible enough when it comes to scheduling ,” Hutchins says . “ It ’ s really tricky as a resort spa , because we are a 365-day operation . Those holidays and weekends are peak times , so maybe holidays and weekends are not where you can flex , but you have to figure out a way to flex somehow ,” Hutchins says . Because demand has been so great , the temptation to ask therapists to add shifts is real , but ultimately , Hutchinson adds , spa leaders have to protect the people without whom there would be no service to sell . “ You have to make that decision not to do that to them . This person needs this rest . And the fact that people are tired and weary just
“ We have a few who come in , do their thing and go home , but there ’ s a handful that really thrives on that camaraderie with everybody . Some of our team actually go on hikes , so they can still distance , they ’ re still outdoors . It ’ s just something they took up on their own , which I think is great .”
— NATE SMUIN , assistant spa director , the Spa at Sun Valley
30 PULSE ■ MAY 2021