DIVE DEEPER WITH MICHAEL TOMPKINS
AS A PARTNER WITH HUTCHINSON CONSULTING, Michael
Tompkins has data on, insights into or advice for every aspect of a
spa’s human resource practice. This month, Pulse asked Tompkins
about how he thought the spa workforce will—or must—change as a result
of COVID-19.
“Early indicators of employment in the post COVID-19 spa industry are showing several needed
changes to both managerial spa employees (spa directors and managers) and skilled labor positions
(massage therapists, estheticians and salon staff) due to the pandemic:
1. Spa directors with grassroots, hands-on skills will thrive. Those who can manage desk operations and
revenue management while being customer-service-centric will be useful through the ups and downs of the
pandemic. Additionally, those managers who exude flexibility under pressure will be sought after.
2. Spa directors and managers are now taking on the role of “infection preventionist,” a term we will
hear more in the future. The role of spa director now includes being the mediator of safety between
owner/leadership and spa employees, as well as between employees and guests. This new ‘compassion
point’ will add to their managerial toolbox.
3. Spa directors and managers will have a difficult time maintaining productivity to drive revenue,
despite the new challenges of extended room-flip times and the close monitoring of staff and guest health.
Innovative scheduling and non-labor revenue opportunities will be key to maintaining budgets.
4. With added room-flip times, a spa’s service providers will each lose one service per day, affecting
personal compensation. Therapist compensation will need to increase. Employers must move to fixed-wage
therapist pay and finally eliminate blended rates. We expect to see more full-time offers with health
insurance, including vacation and sick time. Moving to a fixed wage will also help prevent therapists from
reporting to work ill. This is good news for spa therapists. Change isn’t coming: it’s already here!
Spa directors with grassroots, hands-on
skills will thrive. Those who can manage desk
operations and revenue management while
being customer service-centric will be useful
through the ups and downs of the pandemic.
AUGUST 2020 ■ PULSE 55