“We meet each employee where they’re at
and help them discover their goals, then
create pathways to achieve those goals.”
— dawn Page, director of spa & Wellness, the spa at cliff house
the Performance revieW: once a year, you
At least, that’s how it used to be. More and more
schedule a one-on-one with every employee. You discuss frequently, spas are discarding outmoded method-
their past performance, their current sales numbers and ologies for conducting performance reviews and
their future sales goals. Then, their performance is tied switching to more creative, more frequent and more
to a yearly raise, and you send them off to work for fun performance review structures.
another year before the next review.
To get a handle on how different spas in the ISPA
family conduct performance reviews, Pulse talked to
three ISPA members—a large hospitality management
company, a luxury resort spa and a local chain of day
spas—about how they’ve thrown out by-the-book
reviews for newer, more modern processes.
reviews in the digital age
Crescent Hotels & Resorts, a hospitality management
company based out of Fairfax, Virginia, manages a
setting goals is an important part of the performance review process at
the spa at cliff house, pictured here.
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PULSE 2019
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