“When we had reviews and evaluations, miracu-
lously everyone would be performing an add-on
massage or have a client who was running late.
Now, there’s a line out the door and everybody
is asking ‘is it my time yet?’”
— megan Jasper, director of operations and marketing, gadabout salonspas
The open-ended nature of the discussions encourages
employees who express interest in spa leadership.
employees to share their passions and career goals with Oftentimes, the goals allow for broader career
Page, who then works to ensure that The Spa at Cliff advancement in terms of skills and certifications; Page
House supports those goals. When an employee stated cites a front desk employee who recently accom-
that they wanted to learn more about spa operations, plished their goal of becoming proficient in all of the
Page had her work with the spa’s operations manager spa’s body treatments and facials, as well as a
on a closer basis. Now, she’s assisting in the scheduling massage therapist who recently received a license in
of therapists. Employees’ goals can also blend the traditional Chinese medicine.
professional and the personal, according to Page. “If
The switch to an emphasis on forward-thinking
someone’s goal is to have more of a work/life balance, or goals has already paid dividends for Page’s team at
they want to spend more time with their family, I’ll work The Spa at Cliff House. When asked how her
with them to assess ways that we can help them employees have responded to the new process, Page
achieve those goals,” Page says. replies enthusiastically: “They really love it. It helps
Although tying performance reviews directly into
them become more engaged in the overall experience
promotions is difficult at a spa of this size, the Spa at we offer to guests, and it gives them more pride,
Cliff House works to nurture the potential of personal growth and accomplishment.”