impact within the spa industry. This approach is defined by
a set of Opportunity Employment Principles that prioritize
opportunity and mobility for entry-level and frontline
workers while generating business value for companies.
This strategy can help the spa industry build a more
inclusive workforce and give spa establishments access to
talented individuals that can drive their future growth.
Why Diversity?
Traditional hiring and recruiting practices often focus on
credentials instead of skills, which means
talented individuals who can
successfully contribute to
companies can be excluded
from the process.
However, there are
several diverse groups
– including veterans,
people with
disabilities, formerly
incarcerated
individuals and young
people who have not
completed post-
secondary education –
who could help address this
talent gap.
Case in point: there are currently 7
million available jobs, and 5.9 million people
looking for work. Additionally, the unemployment rate for
disabled workers is twice the national rate, while it is even
historically higher for the formerly incarcerated. Eleven
percent of young adults between the ages of 18 to 24 are
neither enrolled in school or working, which equates to five
million young people who could help to fill workforce
shortages in many industries. Many apprenticeship
programs, workforce and skills development organizations
provide valuable training for these groups, but what is
missing are innovations in the typical approach to hiring
and mechanisms that encourage more employers and
hiring managers to consider these talent pools for entry-
level and frontline roles.
As of 2019, there were more than 28,000 available
service provider positions and more than 4,300 open spa
director and manager roles. These workforce shortages
will affect how the industry serves customers and,
ultimately, how much revenue the industry generates.
Small local businesses may feel the impact even more,
which is why it is so critical for businesses to take steps
now to address this challenge.
However, along with the talent gap, there is another
pressing reason spas should focus on diversity and
inclusion: customer experience.
According to Nielsen, African Americans spend more
than $1 billion annually on hair care, grooming,
personal care and skin care products. Asian
Americans and Hispanic Americans also
are dedicated beauty consumers,
spending more on skin care and health
and beauty products, respectively,
than the general population. A more
diverse and inclusive workplace may
lead to a more diverse and larger
customer base. Some health and
wellness companies are already
moving in this direction by making
inclusion a key part of their ethos.
HealHaus, a wellness center in Brooklyn,
New York, offers “an inclusive space fo-
cused on holistic health and wellness,” with
many diverse practitioners. When people see
themselves represented in the staff and products offered,
it creates a more welcoming environment and may drive
repeat business and more revenue.
“Traditional
hiring and recruiting
practices often focus on
credentials instead of skills,
which means talented
individuals who can
successfully contribute to
companies can be
excluded from
the process.”
How to Achieve a More Diverse Workforce
Diversifying the industry will take dedicated effort and the
approach will be different depending on whether a
business is small, a large corporation or a national chain.
Our organization, Grads of Life, has worked with both
large and small employers for several years to change
their perceptions and build a more inclusive workforce.
We have distilled all this learning and experience into
several Opportunity Employment Principles and strategies
that can be effective for a range of companies, including
those in the spa industry.
APRIL 2020
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