Pulse November 2018 - Page 30

MEMBER PERSPECTIVES (CONTINUED FROM PAgE 26) “The people who participate in our team-building outings are the people who stay the longest.” — DENISE HADDAWAY, SPA DIRECTOR, THE SPA OF COLONIAL wILLIAMSBURg eliminate all turnover. “We’re not exempt,” comments Haddaway, noting that they’ve “had staff leave because they just couldn’t get long with another therapist.” The Spa at Colonial Williamsburg may be big—it employs about 100 people—but these issues arise at any spa. Still, Haddaway states that they take steps to combat workplace strife and create a positive environment. Like the other two spa leaders, Haddaway stressed the importance of communication. The Spa at Colonial Williamsburg has also instituted a program of team-building outings, from group dinners at the property’s restaurant to obstacle courses. Haddaway finds that “the people who participate in those gatherings are the people who stay the longest.” Chuan Spa pays and schedules employees for 30 minutes before the start of each day just to have a team meeting; Myers stresses that this is especially important when one considers that massage therapists spend their entire day isolated. “It’s hard to feel a connection to your company, colleagues, manager or department when your workspace is a no-communication zone,” he says. “That facetime is really important to keeping a positive work environment.” Another key way to retain staff is maintaining a good work-life balance. Spa of the Rockies has made this approach a cornerstone of their workplace culture. “Managers can modify their schedules to fit their personal lives,” says Alexander-Ramsey; they’re not expected to check their phones outside of work, and they rarely work more than 45 hours a week. Massage therapists work no more than 35 hours a week, out of respect for the physical demands of the job. While this can mean leaving money on the table by not overutilizing therapists, it pays itself back by decreasing turnover. “It’s critical to our success,” Alexander-Ramsey notes. “We also have fewer people call in sick, and we don’t have to deal with worker’s comp injuries.” 28 PULSE ■ November 2018 TOP TAKEAWAYS THINK BEYOND the big job sites to fill positions. Use LinkedIn, word-of-mouth or the ISPA Job Bank to find the most qualified candidates. TAKE AN INTEREST in your employees' lives. Check in with them, ask questions, and follow up with them as time goes by. IF A TEAM MEMBER suggests a change, make them feel valued by putting them in charge of making it happen. Do the Little Things The last secret to workforce success? Ask the simple questions and get to know your employees. “This is an emotional industry, with emotion-driven professionals,” Myers states. “It’s not always the big picture things that stick with them. It’s asking them about how their daughter’s first day of kindergarten went. It’s those little things that show that we care, that I care, and that they matter.” For these three spas, doing those “little things” has kept their teams well-staffed, even in a high-stakes spa labor market. n F E AT U R E D S O U R C E S WILLIAM MYERS HOLLEIGH ALEXANDER-RAMSEY DENISE HADDAWAY Regional Director of Spa CHUAN SPA AT THE Spa Director THE SPA OF COLONIAL SPA OF THE ROCKIES AT WILLIAMSBURG LANGHAM, CHICAGO GLENWOOD HOT SPRINGS Spa Director