In Dear Sal, Sal Capizzi, Marketing Director at Book4Time and a former Director of Spa and Wellness at NEXUS Luxury Collection, shares his expert insight into your reader questions. Here he talks about how to hire the best spa employees.

Send your queries about managing staff, operations, and anything else you want to know (challenge him!) to scapizzi@spaexecutive.com

Q. Dear Sal,

I need help. I manage a medium-sized spa with about 30 employees, including massage therapists, aestheticians, and front desk staff. Most of them get along well, but there are two therapists who just don’t get along and I find this incredibly frustrating. One (1) has been with the company longer, is an excellent massage therapist, and has a long list of regular customers and many repeat requests. The other (2) is also a very good therapist who has fewer regulars because they are newer to the team. As such, 1 tends to leave menial tasks for 2 to take care of, the rationale being that they are “busier,” and also talks down to them and bosses them around. 2 was patient to a point but is beginning to crack – they will do the tasks, because they don’t want to leave things undone and are a good employee, but they are not enjoying it. This tension is spilling over onto the rest of the team and infecting the atmosphere at work. I don’t blame 2. I like this employee and their work ethic and don’t want to lose them. 

I’ve tried talking to 1 but they are a bit of a diva and not easy to reach, and frankly, they could go work anywhere they want and I can’t afford to lose them. I can’t afford to lose either of them, staffing challenges being what they are. What can I do??

A. Hey there, Thank you for reaching out! 

Wow this sounds like quite the conundrum. I’m sorry to hear about the challenges you’re facing.

First, let’s acknowledge the strengths of both therapists. It’s clear that both Therapist 1 and 2 bring valuable skills to the team. Their different styles and experiences can complement each other beautifully if you can find a way to bridge the communication gap. I personally would first have private conversations with each therapist. Praise them for their exceptional skills and contributions. Express your appreciation for their dedication to the spa.

But this is where I would also turn my leadership cap around to the other side where it says “manager.” You must clarify expectations during these meetings as well. Clearly define the roles and responsibilities of each team member. Emphasize that everyone is expected to contribute to the overall success of the spa, regardless of seniority.

If the problem continues after you have had your individual conversations with them both it’s time for some good ole fashion mediation and lay it all out on the table with another manager in the room also that can help suggest out of the box ideas and solutions. The purpose of this would be to come to a mutual conclusion so nothing as far as expectations can get lost in translation in further 1-on-1 meetings, you have a business to run. You could also subtly make them have a good time together by organizing a  team-building activity or workshops to strengthen the bonds among these two but also all of your staff members. It sounds like it might be a good time to start planning this! 

Also, be regimented with rewards and recognitions for the overall team! Implement a system to recognize and reward outstanding performance and teamwork. This will motivate everyone to work better together.

Remember, change may not happen overnight, but with consistent effort and positive reinforcement, we can create a more inclusive and supportive environment! 

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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The post Dear Sal, what can I do with 2 employees who hate each other? appeared first on Spa Executive.

Sal Capizzi, Marketing Director at Book4Time and a former Director of Spa and Wellness at NEXUS Luxury Collection, shares his expert insight into your reader questions. Here he talks about how to hire the best spa employees.

Send your queries about managing staff, operations, and anything else you want to know (challenge him!) to scapizzi@spaexecutive.com

Q. Dear Sal,

I have a therapist who is very direct and well-intentioned, but sometimes their approach can come across as abrasive or inappropriate in a spa setting. Do you think it’s worth having a conversation with them? They are one of my top performers, so I’m concerned about upsetting them with this type of feedback.

A. Hi there! This is a fantastic question, and it’s one we don’t often discuss in our industry. Most of the time, when we hear about “inappropriate actions” in a spa, it relates to some form of discrimination or sexual harassment. Even though you and your team might have accepted the notion that “that’s just the way this person is,” the reality is that your clients don’t know this person or that they mean no harm.

This could affect your business in many ways, with the most significant impact being that the guest might not return or, even worse, they might leave a negative online review, discouraging more potential guests from visiting your spa.

Now, let me share a personal experience. When I was managing spas, I once had a therapist ask a client what color their urine normally is, and then proceeded to inform the client that their urine might be darker after the treatment due to toxins leaving their body after the massage. While those of us in the spa and wellness industry know this to be true, and the therapist was trying to educate the client, this particular client was taken aback by the question. She brought it up at the time of her checkout, but also mentioned that she had received a phenomenal service and left a 25% gratuity. However, I knew I couldn’t just ignore this feedback.

I took this therapist aside and asked about their typical intake conversations, the kind of questions they usually ask, and so on. They explained that they had been asking this question for years before a particular type of treatment. Trust me, I understand—I’m a Licensed Massage Therapist myself. However, in a luxury spa setting, I didn’t think this question was appropriate to ask. So, I asked her to stick to treatment-related questions and to avoid asking guests about the color of their urine. We never had the issue again.

Feedback is your team’s best friend. They’ll respect you for addressing something that a guest might have found offensive, potentially affecting your business. It shows that you care about their paycheck as much as they do, and while they might have lost this particular guest, addressing these issues can help them retain more clients in the future.

As always, if a boundary is crossed, everyone involved needs to be heard. Your therapists should always feel comfortable stopping or pausing the session to get their Director or Manager on duty to handle the situation appropriately. This could range from anything from hygiene issues to clearly inappropriate behavior.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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The post Dear Sal, what can I say to an employee with no filter? appeared first on Spa Executive.

Sal Capizzi, Marketing Director at Book4Time and a former Director of Spa and Wellness at NEXUS Luxury Collection, shares his expert insight into your reader questions.

Send your queries about managing staff, operations, and anything else you want to know (challenge him!) to scapizzi@spaexecutive.com

Q. Dear Sal: To be honest, I’m a bit scared about my business weathering the turbulent economic times. Do you have any suggestions on how I can keep revenue coming in when business seems to be a bit slower?

A. Great question! 

There are several successful ways I’ve run a business during slow times and new ideas that are being talked about in a major way throughout the industry as it stands right now. 

My first rule of thumb is to always pre-book as much as you can. I was leading a business where it was almost a requirement to have 40% of the next month’s “goal” pre-booked the month before. For example if my next month’s goal was $70,000 – I would aim to have $28,000 of that already booked. 

Incentivize your practitioners. Your practitioners don’t necessarily need to be the ones telling clients about any pre-booking discounts if they come back again, but if clients know that their LMT or esthetician is invested in their well-being, reviews a solid treatment plan with them, and gives them take-home care advice, you are sure to see that client again. An incentive for a practitioner could look like a cash bonus on number of sessions performed or pre-booked, a self care treatment of their choice, or even a promotion. In order for someone to move up the ranks by tier in my business they had to have at least a 30% pre-booking rate for consecutive months. 

Incentivize your guests. At checkout, let your guests know of any benefits that may come with pre-booking their next appointment or buying a series/package of services. Most times both of these come with a small discount on each service, or an add-on to a treatment that adds no additional time to the service, costs pennies, and guarantees you revenue for the weeks or month ahead. 

Promote any in-house promotions, specials, and offerings weeks to months in advance. You are the leader of your business and have the ability to create as much (or as little) hype as you’d like around an upcoming promotion. Hit those outreach lists – an educated client is a happy client and you’re likely to see a few faces in your spa that may have simply forgotten to schedule some time for self care after their last treatment. 

Use the new technology your spa software system offers such as an online booking site to generate passive revenue after hours. Put a direct booking link in your email signature and QR codes around your resort (where allowed). Another tool is Yield Management. This powerhouse of a feature has been used in the hospitality industry since the 1970s. From airlines to hotel rooms, prices can always fluctuate based on demand. For example, if there’s a huge sporting event taking place near your hotel of choice, you’ll likely be paying more. Simply put, yield management is the practice of adjusting prices based on demand.

During the past couple of years, the spa industry has begun to catch on and utilize this practice to make up for slower days without having to discount their services or offerings, which can actually harm a business.

Yield Management gives spa directors and general managers the opportunity to use new sales and marketing techniques to fill their treatment rooms during these slower times to entice guests to make a visit to the spa and to make up for potential lost revenue. On a slower day, your system could automatically lower prices for you. Pairing these prices with a smooth marketing campaign for hotel guests could turn your entire schedule around.

I hope some of these tips help for the upcoming year ahead and I wish a ton of success to your and your team! 

Good luck!

Sal.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

The post Dear Sal, how I can keep revenue coming in during slower times? appeared first on Spa Executive.