23 May 2018 | Digital editions, magazines, websites, e-zines, handbooks and contract publishing for the leisure industry

Spa Business issue 2, 2018 is now out!

Blogs:

Spa Business bloggers:

Liz Terry
CEO,
Leisure Media

Kate Cracknell
editor-at-large,
Health Club Management

Katie Barnes
Managing Editor,
Spa Business

Lisa Starr
Senior Consultant,
Wynne Business

Anna Bjurstam
Owner,
Raison d'Etre

Dieter Buchner
Founding Partner,
Urban Healing

Jean-Guy de Gabriac
Founder/ CEO,
Tip Touch Academie

Marisa Dimitriadis
Managing Director,
The Spa Consultants

Anni Hood
Owner,
Kis Lifestyle Group

Jane Scrivner
Managing Director,
Jane Scrivner

Managers of the future

16 Nov 2011
by Jean-Guy de Gabriac, Founder/ CEO, Tip Touch Academie
The key thing for aspiring spa managers is to understand that you cannot run before you can walk.

Finding a fully qualified and experienced spa manager can be a hard task. There are currently so many different spa management courses and so many people aspiring to become spa managers that when a spa publishes a vacancy, it is often flooded by all sorts of applications.

To better understand what operators look for in a manager - and which skills therapists should improve to make sure they land a management role - a study called Best Practices of Spa Managers was published by Tip Touch in July 2011.

Produced in association with Vladi Kovanic, founder of Hotel & Spa Forum in Paris, the report shows that many managers do not believe that someone could run a spa without having worked as therapist, receptionist and attendant, doing and understanding all job aspects of spa operations.

Sound organisational skills are obviously fundamental to keep variable costs as low as possible, while optimizing the agenda, with offers and packages suited for the specific needs of the customers and their lifestyles.

Meanwhile, some operators say that they are looking for passionate, fiery personalities to lead their staff to excellence and consistency; others claim they want calm professionals, always wearing a smile, able to listen, decide, with an ambition for the spa (not just for themselves) and lead by example.

It is expected from the spa manager to be the "ambassador of the spa", fluent in the cultural differences and expectations of international guests. Therefore, extensive work experiences in Asia or the Middle-East are a huge Plus!

One thing is certain; being able to work under pressure, keeping a cool head, and building a sense of belonging for the team is a pre-requisite.

Above all, beyond skills and many experiences, what operators look for are the five PAWOCs: an engaging personality, with a positive attitude, great work ethic, solid organizational and business skills, and excellent communication skills to share his/her passion with the guests, while defusing potential conflicts with associates and patrons.

The key thing for aspiring spa managers is to understand that you cannot run before you can walk. So find ways to assist your manager in daily tasks (for a couple of years), not just in lighting scented candles, but understanding the KPIs (Key Performance Indicators) of profitable spas.

Most of all you have to master the essential actions that will exceed the clients' expectations all along the spa experience, so that, as Aristotle is quoted as saying: "We are what we repeat every day. Excellence is therefore not an isolated act, but a habit".

I find it sad when some owners expect their spa manager to perform in treatment rooms, to produce direct revenue, when they should be in contact with the guests to make sure that their spa journey is memorable so that they want to come back and tell their friends, family and colleagues about it.

They also have to find the time to implement actions based on best practices with vendors, PR, the revenue manager and partnering partners with cross-marketing.

These are some of the things that are touched on in this study, which unveils the fact that human resources in a spa are more about talent management, so that spa managers truly become spa leaders to influence the lives of their guests, their staff, and their own. It is not a nice fairy tale, its common sense in action for a sustainable development!



Tags: Leisure Opportunities  hotels & hospitality  spa & beauty  personnel/hr  training  people 

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