Pulse October 2017 - Page 37

addressing predicted management shortages in the spa and wellness industry. Developed in response to a 2012 study addressing market gaps in spa management, researchers explored ways to spotlight available job opportunities. While the hiring dilemma continued to seem unsolvable, spa professionals began digging deeper over the shortfall of qualified candidates, asking themselves, “How can we instill longevity within the spa industry?” Kate Mearns, a Global Regional Director of GWI’s Global Mentorship Program, Principal Consultant at 5 Spa Consulting and longtime ISPA member, explained that the goal of GMP is to engage experienced managers with newer managers to foster and sustain profes- sional growth. She says the mentorship program falls heavily on education regarding the inadequacy of staffing levels. “This is a real barrier to continue to grow and sustain our businesses,” Mearns commented on the management shortage topic. “We saw there was a huge deficit of therapists, nail technicians and estheti- cians and knew we could make a bigger impact to slice the pie down by working with managerial positions.” Mearns explains that the program is not meant to do more than connect, support and guide mentees in preparation of one day becoming spa managers and directors. “We wanted to give our educators an accessible resource that allows them to connect with and collaborate on the future success of our industry,” Mearns remarked. “The role of the mentor is to guide and provide resources, knowledge and opportunities to help the mentee create a successful path.” Jean-Guy de Gabriac, Global Mentorship Program Chair and CEO of Tip Touch, says he saw the management labor pool problem as a call to take action, emphasizing how badly the industry needs not only better managers, but better leaders – where ISPA members truly shine. 2. Beauty Changes Lives Campaign Supports Next Leaders The Beauty Changes Lives Foundation has