Luxury purchases are hit first and hardest by a slowdown in the economy, and while many might consider day spas a luxury, there is another factor at work. In hard times, comfort purchases may actually increase. People console and treat themselves to small comforts when times are tough. Furthermore, an industry which deals in relaxation and the alleviation of stress is –not surprisingly– buoyed by stressful times.

The day spa industry is growing steadily despite the dire state of the economy, and with Baby Boomers making up more than 25% of the population and Generation X slowly marching into their forties, indications are that it will be a growth industry for the foreseeable future.

What this means is that there has never been a better time to train as a day spa professional. Qualified day spa professionals and medical spa professionals will certainly find of work in a wide, and ever growing array of spa markets. Whether you plan to train as a massage therapist, an esthetician, a hair or nail stylist, a licensed laser hair removal technician, or any of a dozen other professional spa roles currently in demand, the time has never been better.

It is imperative to keep your spa business legal in all aspects from permits and licenses, to insurance and liability

If the applicant is in a field that requires a professional license, issued by your state or by a professional association, contact the state department or association and inquire as to whether or not the person actually has the license. Don’t assume because the applicant shows you a diploma or a physical license that it is accurate. People have been known to create fake credentials using computers and printing equipment. Make sure that your people are properly licensed. Then, if they are contractors or independent business people using or renting your space, make sure that they have any local, county or state licenses that are required to be in business or practice a profession. Bad publicity can result in negative exposure for your firm if you don’t take these precautions.

On the applicant’s resume they will have listed previous employers. Call those employers and verify that the person was employed with them. Many former employers will not give you a reference for fear of legal reprisals if they give a negative reference. They will however confirm that a person was employed for a given period of time, and many will tell you if a person is available for rehire or not. Some people do lie on their resumes and if you catch them in a lie their honesty is in question and you probably do not want to hire them.

Also do a background check of criminal records. If a person has a criminal conviction that is not necessarily a reason not to hire them. It will depend on the charge, the disposition and when it is. Everyone deserves a second chance and if a person has had a clean record for at least five years and the charge was something resulting from a youthful mistake then you may want to consider them. If however it was a serious violent act, or a crime for which there is a bad recidivism rate then you may not want to take a chance on them.

Also be sure to ask for a list of personal and professional references. Call the people listed and have short conversations with them to determine a comfort level. You are responsible for the people working in your business, so take care when hiring new people.

Much like life, managing a business is a constant learning process.  You are constantly confronted with new situations that call for innovation, creativity, and common sense to master them and prepare you for the next big challenge.  Not only should you not be surprised by the never-ending learning process, but you should embrace it as it gives you the tools to handle the same or similar situations when they arise again.

If you are lucky, you will instinctively know how to handle these situations and trends and will always make the right decision.  More likely, you will make mistakes and the key is to learn from them.  The more you learn, the wiser you become.

One key to this is to listen.  Always be willing and earnest when learning new trends, processes, tips, and advice from your peers.  It is amazing how some employees can show you, the manager, how to streamline your efforts, approach problems, or handle situations.  You should be willing to listen and learn from any source that is available.

Spa managers are faced daily with opportunities to learn.  They might pick up a new approach to customer service, or an accounting process that makes their old processes go much quicker.  They might learn how to schedule more efficiently, or what chemicals never to mix when cleaning.  They learn how to handle each employee and what makes that employee perform the way that they do. 

Learning experiences are literally everywhere, but each one not only helps the manager develop; it also helps the spa become and stay successful.  Someone who is closed to learning inevitably will miss out on growth opportunities and start to stagnate.  As they become more static, they hurt their own marketability as well as their effectiveness as a manager.

A spa professional (manager, owner or hands on technician) must be open and embrace continual learning or they will become obsolete or ineffective.  This is because when you are not learning, you are not paying attention to your surroundings.

There are many positions other than working in a spa that are available for estheticians, so take the time to find out which type of job would be best for you. People trained as estheticians can become product representatives, educators, coordinators, managers, assistants in medical offices, marketers for skin care companies and product development specialists, just to name a few. Make sure that the type of job you pursue is one you like, is rewarding, and keeps you motivated and interested. If you choose a job merely based on compensation, it probably will not provide you with a sense of fulfillment.

Research the job

After deciding where you want to take your career, it is important to conduct some research and find out exactly what that type of job entails. Be aware of the amount and nature of the responsibility you will be taking on, as well as the average working hours and whether any additional education would be required. Once you decide where to take your career, start looking into some potential employers.

For example, if you want to work in a medical office, take your time to find out about the physician, the practice, the treatments offered and the business’ commitment to its esthetic practice. Search the Internet for information about the business, or call the office and ask questions to get a feel for it. Offering your time for an internship is also a great way to see first-hand how a particular place of business is managed, and also is a great opportunity to showcase your skills and abilities.

Building a résumé

The next step is getting in the door. Building a great résumé is essential to getting an interview because it acts as your first impression; therefore, it must be as perfect as possible. Read and re-read your résumé and ask as many people as possible to do the same. Look for spelling, grammar and consistency errors because one small mistake can discredit you. Keep it to one page in length, if possible; you want your experiences and education to stand out. Once the employer sees that you are qualified, you can go into detailed specifics during the interview.

The overall appearance of your résumé should be clean and consistent. Pictures, scented paper or bright colors are not appropriate because it is important that you come across as a professional. Your name, e-mail address, phone number and physical address should be at the very top—be sure to use a professional e-mail, not something like foxylady@searchengine.com.

A two-to-three sentence professional summary that states your skills and what you can bring to the table should be placed after the contact information. If you are looking for a job in the medical field, ensure that anything that shows medical education or experience is highlighted.

Experience should come after the professional summary, unless you are newly graduated. List three to four jobs, and make sure you include those that most pertain to the position for which you are applying. Jobs should be listed in reverse-chronological order, which means the first on the list would be your current job. This would be followed by education details, such as the school you attended, year you graduated and degree you obtained, also listed in reverse-chronological order.

The interview

Once the employer reviews your résumé, an interview may be scheduled. When having an interview, it is important to look your best. Wear a suit and make sure your hair and makeup are done, but not overdone, and be prepared to answer questions.

Before you go into the interview, write down and review your assets, and why you would be a benefit to the practice or spa. The worst thing you can do is not be prepared. Most likely, the interviewers will ask about your qualities, as well as what you can offer to the business, what your experience has been and why you would be an good choice. Spend time thinking about how you would answer common interview questions, such as “Tell me a little bit about yourself?” and “Why you are a good candidate for this position?” You want to sound polished but not rehearsed. 

You may also be asked why you left former jobs, why you want to work for that particular spa and whether you are aware of the history of that business. Know your résumé inside and out, and be prepared with factual stories in order to reinforce what is listed on your résumé. Ask someone to do a mock interview with you, or practice responses in front of a mirror. You may feel silly, but you will be better prepared for an actual interview if you do this.

At the end of the interview, when asked if you have any questions, say yes. Try to think of at least one or two questions that you can ask, which will make you seem interested. Questions may include “What qualities are you looking for in an employee?” or “Is there room for growth in this position?” Before you leave the interview, inquire about the time line for filling the position, and find out when you should expect to hear back.

Send a personalized, handwritten thank-you note that day. An alternative to this would be to e-mail a thank-you note. Do not bring up rate of compensation, benefits or time off during an interview—save these questions for when you are offered a position. However, you should be prepared to answer questions about these things if the interviewer asks them.

Be professional

It can be difficult to find a great job, but preparation will pay off. Remember, it is crucial to come across as a professional at all times. Exude confidence and keep trying until you have succeeded.

By: Steven Dayan, MD, and Terri Wojak

Posted: January 7, 2009, from the January 2009 issue of Skin Inc. Magazine.

SpaFinder, a leading spa and salon marketing and research company, has released the findings of new surveys designed to illuminate how day and resort/hotel spas are performing in the tough economy, as well as which marketing tactics each sector is focusing on to weather the downturn in 2009.

The findings provide hard evidence that despite the ongoing recession, the industry has proven relatively resilient: a majority of day spas (51%) actually reported revenue gains in 2008 over 2007, and while the resort/hotel category was more impacted (with 54% of resort spas reporting revenue declines in 2008), 46% still reported gains.

The research also provides a window into which precise marketing strategies spas are focusing on in 2009, and the findings are clear: the industry will put a significantly increased emphasis on deals/specials and Internet marketing in the year ahead, with traditional advertising (print, TV, and direct marketing) facing significant cuts.

"The spa industry’s ongoing, aggressive focus on deals has been an extremely savvy move, meeting the demand of stressed consumers who need spas more than ever—but only if the price is right," said Susie Ellis, SpaFinder’s president. "And with marketing budgets under more intense scrutiny, the significantly increased focus on targeted, measurable Internet marketing, rather than traditional media, comes as no surprise."

Additionally, preliminary ‘09 data currently being amassed at SpaFinder Research indicates day spas should continue to outperform resort/hotel spas across 2009—and within the ‘stay’ spa category, urban hotel spas will perform best. Ellis noted, ‘As more consumers forego travel and seek breaks closer to home, the ‘daycation’ has moved from a trendy buzzword to reality. Urban hotel spas will lead the resort spa category, as they’re uniquely poised to attract the day spa consumer. Given recent research that the wider U.S. hotel industry’s revenue-per-room is down 17%, we’re finding welcome evidence that a spa component is providing much-needed revenue for hotels—particularly in larger markets.’

SpaFinder’s Spa Performance and Strategies in the Economy surveys were conducted with more than 500 spas in February 2009.

Key findings include:

Financial Performance and Staffing Plans:

• 51% of day spas clocked revenue gains in ‘08 over ‘07, reporting relatively strong performance across each sales channel (with treatments strongest, followed by gift certificates, and retail). Comparing January 2009 to January 2008, 57% of day spas maintained or increased treatment sales.
• While 54% of resort/hotel spas reported revenue declines in ‘08, their spa facilities are generating a rippling profit-effect. The significantly largest bloc of respondents reported that guests using the spa spend more in other areas of the resort than non-spa guests—with more than half reporting that spa-users now spend more than 15% more than non-spa guests.
• Day spas’ strength is reflected in their staffing plans: 60% report they’ll maintain staff levels in ‘09, with roughly 20% reporting they will increase—and 20% cut—personnel. Not surprisingly, resort/hotel spas plan somewhat larger cuts: 55% will stand firm on staff in 2009 and 5% plan increases, but 38% plan cuts.

The Deal Weapon in the Recession:

• Day and ‘stay’ spas strongly concur that deals and value-added discounts represent one of their top two marketing strategies for 2009.
• 66% of day spas plan to increase deals/unique promotions in ‘09 over ‘08, with 30% maintaining at the current level, and only 3% planning any decrease. Dedicated ‘deals’ trump wholesale treatment price decreases: only 14% of day spas plan to decrease treatment prices in 2009.
• Similarly, 76% of resort/hotel spas plan to increase deals/promotions in 2009, with 22% maintaining at the current level, and virtually 0% planning any declines. Resort/hotel operators report that discounts are far and away the No. 1 way to attract new customers.

Internet Marketing Crucial for Spas in ‘09:

• Day and ‘stay’ spas further concurred that Internet marketing is poised to make serious gains against traditional advertising this year.
• More than four out of five spas are upping, or standing firm, on their Web marketing spend in ’09, while roughly half plan to slash traditional advertising.
• 82% of day spas plan to increase or maintain their online marketing spend (i.e., display ads, listings with industry Web sites, etc.) in ‘09, with 42% planning significant increases. But only 12% plan to increase their traditional advertising (print magazines, newspaper or TV), while 47% plan to make cuts.
• Similarly, 83% of resort/hotel spas plan to increase/maintain their online marketing budgets, with 43% planning significant increases, while only 20% plan any increases for traditional advertising, and 44% are planning cuts.

Learn more

SpaFinder’s Spa Performance and Strategies in the Economy surveys provide further data on particular strategies being undertaken by the industry in 2009. For more information, go to www.spafinder.com.

About SpaFinder, Inc.

One of the world’s largest spa media, marketing and gifting companies, SpaFinder, Inc. connects millions of wellness-focused consumers with thousands of spas worldwide. SpaFinder’s media properties include the award-winning Spafinder.com, the Spa Enthusiast newsletter and the annual worldwide spa directory, Global SpaFinder. Spa Finder Gift Certificates and its new gift division, Spa & Salon Wish, offer spa gift certificates and cards that are redeemable at a combined network of more than 8,000 spas and salons worldwide and available at thousands of retail outlets. The company’s software division innovates new solutions that help spas build and streamline their businesses, including the popular SpaBooker online booking system. SpaFinder Europe and SpaFinder Japan offer regional spa marketing and gifting programs, including localized, native-language Web sites. Founded in 1986, the privately held company is headquartered in Manhattan.

]]> http://pamelahillinstitute.com/442/spa-industry-connections-spafinder-releases-research-on-industry-strengths/feed/ 0 http://pamelahillinstitute.com/445/how-employee-attitude-problems-affect-your-spa-business-even-when-its-a-rare-or-temporary-problem/ http://pamelahillinstitute.com/445/how-employee-attitude-problems-affect-your-spa-business-even-when-its-a-rare-or-temporary-problem/#comments Wed, 24 Jun 2009 11:47:36 +0000 Pamela Hill Institute http://pamelahillinstitute.com/445/how-employee-attitude-problems-affect-your-spa-business-even-when-its-a-rare-or-temporary-problem/ Do employee attitude problems affect your entire spa? 

Think about whenever you have a splinter or sliver in your hand or foot.  Your average splinter is tiny – so small that in many cases, you cannot even see it.

Yet, it hurts and if you ignore, it gets worse!  Why?  Part of the reason is that we usually get splinters in our hands or feet – areas that we use the most out of our entire external bodies.  Part of the reason also is, though, that our feet and hands have more creases, bends, joints and connection points than any other part of our body.  So when you get a splinter, chances are that the splinter will be constantly irritating the region it has entered, and while it is small it is also sharp.  If you do not take the time to remove it, it is a near constant source of irritation and the constant irritation makes it feel much bigger, jagged and painful than it actually is.

Attitude problems affect organizations the same way – and are especially painful in any service industry including spa management.  If one employee is struggling with an attitude issue, their approach to management, work and customers will be noticed and affect virtually everyone they come in contact with.  This will have ripple effects and soon, that one employee, if left unchecked will in some way be influencing the work and approach of virtually any employee in the spa – whether they have to work with them or not.

Let’s suppose Andrea, a spa employee, has a fight with her husband and comes to work distraught and angry.  As part of her bad day, she snaps at a co-worker, who sulks until they forget the exchange and that affects how they are doing their work.  Andrea also makes it clear to customers that she is distracted, even irate and their experience at the spa is much less than they anticipated or expected – bad for business.  Eventually, the problem reaches the ears of management and they have to stop what they are doing to go address the issue with Andrea.  By just one employee having a poor attitude, at every facet of the spa is affected.  Left unchecked, these types of problems can lead to decreased morale, business-wide and larger problems down the lined as customers start to talk about what a great facility the spa is, but that the “staff is less than enthusiastic.”

Knowing when to grow a business and when to take is slow is a skill that some managers have naturally, but that most have to learn. Some business managers try to grow too fast and this can lead to increased expenses that might not be justified in the rate of growth they expect cannot be maintained or continued.

It is true that there are no hard and fast rules – so not all theories or strategies will work for all businesses and their owners. However, the common way of thinking is that slow and steady growth that is well planned makes a business much stronger, especially over the long term.

Rapid growth in spurts can lead to increased hires followed by layoffs, and can also result in signing long term advertising contracts and other standing expenses that might not be justified in the rate of growth persists.

Setting a goal for the increase in revenue that you wish to have during each fiscal period, be it monthly, quarterly or yearly, making that goal moderate and reasonable and taking advantage of all of the expertise you have available can help you achieve this goal. Many aesthetics businesses believe ten percent per year in growth is the best goal to shoot for.

Others are more aggressive and look towards twenty percent. Many factors affect the speed of growth. Your location for example. Some businesses have taken on new expenses and then been hit by changes in traffic patters, new shopping centers that became faddish, or road construction. Others have suffered from negative factors in their local economy. For instance, if a factory in your city closes, or a major business has layoffs, this might affect your available client base. Always listen to what your customer base is telling you. Read more about that topic here…

Money might become tighter for the people in your area and they may have less to spend on spa services. The same can happen nationally when the economy hits bumps. These are cyclical and don’t last, but they can cause short term pain.Some business owners however pay too much attention to the economy. When naysayers say a recession is coming they jump the gun and stop advertising, when naturally slows business down. Then they think it is a result of the economy when it is really lack of effort and commitment to marketing.

Make sure that you use common sense when developing a long term business development plan. Pay attention to the news, but filter it through your local area and conditions. And remember that slow and sure can pay off in the long run.

A clinician’s resume used by an aesthetician should be able to pass two tests:

1) Will it be scanned or glanced at

and

2) will it be read?  

Many spa directors, managers and medical spa owners just don’t have the time to read every resume they receive, so having your resume done in an 'at a glance' format, where information can be gleaned from a quick glance will benefit you.  However, if it is a truly good resume and you have the qualifications, the spa manager will go back and take a second look, actually reading the resume.

Remember that the word “resume” itself means summary, and not biography.  The one purpose the resume has is not to get the job, but to get the interview. Then, when you are in the interview you have the opportunity to sell yourself and get the job.  Think of the resume as doing the same thing the Yellow Pages ad for the spa does, but in reverse.  The Yellow Pages ad makes a client come in to see you.  The résumé makes a spa manager want you to come in and see him or her.

When composing your resume be sure that your name is bold and noticeable. Centered or flush left, in a font larger than the rest of the resume so that your name stands out is desirable.  Then make sure that the first thing the spa owner sees is an indication of the type of job you want and are qualified for.  That can be the professional or career objective, or simply an eye catching headline.  For instance, if the resume itself is in 11 point Times Roman type, a very common font, then the name could be in 16 point, and a 14 point headline centered underneath could say “Skilled Aesthetician – 5 years Spa Experience” or the equivalent.

You’ll need to list your education and professional training and any licenses you hold.  If you have a college degree be sure to list it, but don’t go into a lot of detail listing every school you’ve attended if you’ve moved around a bit.  Always ask yourself if the information you are providing is relevant to the position you are going after, and if it will actually make you look good to the spa manager.  

Be sure to list jobs you’ve held in your profession in reverse chronological order.  The years of employment are fine, no need to list months and days. Many people can’t remember them anyway and the employer just wants to make sure that you are dependable and stable.

Also have a section called Accomplishments, Qualifications, or Industry Credentials… where you can give the employer reasons to consider you over someone else.  For instance, a dedication to providing quality facials, or extensive experience in waxing.  Perhaps you have received additional training (from Aveda for example) and you should always include this information. Same goes for specialty equipment for which you have received formal training.

If you are in your 20’s or 30’s, a 1-page resume is probably sufficient.  As a person gets older and has more years of experience they often need a two page resume, but a one page is quicker to read so if you can get by with a one page, do so.

Penny-pinching Americans may not be willing to spend extra on some luxuries or comfort items, but a trip to the day spa can be seen as making sense for both economic and health reasons, points out Debbie Bates, a massage therapy and spa instructor at Everest College in Fife, Wash. People who once took long vacations and bought big-ticket luxury items are cutting back, but still want to feel like they are treating themselves.

"We find that many people have started indulging in affordable luxuries like massages and yoga," Bates says. "Day spas aren't competing with the local beauty parlor. A trip to the spa is seen as a luxury good, like a two-week vacation or diamond bracelet. But compared to a cruise or expensive jewelry, a 90-minute massage is a real bargain."

There are well over 14,500 spas in the U.S, with about 80 percent of those being day spas, according to the International Spa Association's 2007 estimates. With many day spas experiencing increased demand, qualified salon and spa professionals are needed.

Demand for massage therapists is expected to grow by 20 percent through 2016, according to the U.S. Bureau of Labor Statistics. Money Magazine lists massage therapy among its top 20 careers. Demand for spa professionals has been growing for a while.

The industry has boomed since 1999, and 53 percent of salon owners had job openings in 2006, hiring nearly half a million new employees, according to a 2007 report commissioned by the National Accrediting Commission of Cosmetology Arts and Sciences. Despite industry changes, the future of the salon and spa industry is strong, and demand for experienced employees still exceeds supply at many day spas, the commission found.

Another factor driving increased demand at spas is the public perception of spas' emphasis on overall wellness, Bates says. "Spas are not simply places for 'pampering.' Rather, they promote health and wellness. They really focus on helping clients relax and manage their stress."

Americans' stress levels have been rising for years. In fact, a 2004 APA survey found that 73 percent of Americans cited money concerns as the top factor affecting their stress level. "When times are tough, finding the right way to relax might be the best thing you can do for your health," Bates says.

"Some see massage as a luxury, but in our Massage Therapy program at Everest Institute, we really emphasize how massage promotes overall wellness and can be an essential part of a healthy lifestyle," says Erin Murphy, who also teaches massage and spa therapy at Everest College in Fife. She says that professionals find that even when times are tough economically, clients keep coming back for their massages because they know it's essential to mental and physical health.

"There is no doubt that the recession is going to affect all sectors of our economy, but we have seen that the spa industry is quite resilient," Murphy says.

Reprint Courtesy of ARAcontent

To hire effectively, you have to have a plan of action.  This includes defining what you are looking for, eliminating candidates who are not good choices right at the start and putting into place a process that allows you to consider all qualified applicants, but to settle on the one who will best suit your needs.  The following is a brief summary of the framework you need in place to ensure success while making your hiring decisions.

1. Determine your needs:  Before you place one advertisement or review one resume, write out your job description and detail what it is the position will require in terms of education, duties, responsibilities and supervision.  Prioritize these needs in the order that most fit your spa.  Highlight based on priority what skills you can live without and what you absolutely have to have in a candidate.  The higher priorities should be what you emphasize in any advertising.
2. Write out a job description:  Make sure that your description is accurate per the priorities you mapped out.  Write one short version that just hits the highlights and another that summarizes the entire job (keep it to one page).
3. Advertise wisely:  Advertising in the local newspaper might be a good idea, but you will receive a lot of resumes that will not be qualified.  Tailoring your advertising to trade subscriptions or online resources related to spas is a good idea.  Consider “word of mouth” advertising as well.  Use your short summary of the job to help you write your advertisement.
4. Screen your applicants:  Run through the qualifications you are looking for and check to see what resumes or applications clearly hit all the needed skills.  Eliminate those that clearly do not and create a pile of resumes or applications that might not have all the credentials, but show some promise.
5. Conduct the initial interview:  You can do this over the phone and the purpose is to get an initial feeling for the person.  Ask them questions about their resume or applications to test their knowledge.  Use this opportunity as a way to avoid those employees whose personalities or credentials might not be reflected accurately on their paper work.  
6. Conduct a face to face interview:  For those candidates who passed muster, ask them to come in, but let someone else meet them first.  Tell them in advance that this is how you are doing your hiring process, so they should expect to come in at least twice.  Let the person interviewing assess them to verify your initial conclusions regarding their skills and personality.
7. Give them an assignment:  Give candidates an assignment before your formal interview.  Ask them to review your products or web page and provide feedback.  Another suggestion is to ask them to detail, if they were hired, where they would expect to be in three and five years.
8. Interview in person:  Meet them personally, even if it is on the same day.  Compare the opinions of the person who interviewed them in the first face-to-face meeting and review the results of the assignment you gave them.  Always announce a five minute window before concluding the interview – this allows people the chance to get out important information about themselves that they might hesitate in bringing up right off the bat.
9. Check references:  Thoroughly check and follow-up on any references provided.  As the person referring to name one characteristic that they would not consider an attribute (we all have them).  Remember that the burden of providing verifiable references lies with the applicant; if you receive nothing but dead end references, it might be a red flag.  When that happens, ask them to provide some additional sources for checking.
10. Do a background check:  Background checking services costs vary as does the depth to which they will be able to provide credible information.  Use the web to narrow down your choices of a service.  Remember that any information you receive is strictly confidential – not even your other employees can see it.  
11. Make an offer:  If everything checks out, make the offer, but make it contingent on the information provided being accurate.  If you are not sure, hold a follow-up interview.  Also, make it clear that they will be “probationary” for at least the first three months; this will let you assess them over a longer period of time and still be able to terminate them if they do not work out without having to go through the entire process of firing someone to avoid a lawsuit.

When you have found the person you want to hire, let the other applicants know (or at least those that received an interview or were being seriously considered). This is a courtesy as well as common sense: If the person you opted to select does work out, you never know if your second or third candidate might be available.  Keeping this door open will allow you to have something in reserve if your initial decision proves to be a bad fit.

The more effort you put in the hiring process in the beginning, the better your chances of success – for you and for the long term benefits of your spa business.