Operational Initiatives for 2020 That Should Not Be Overlooked
Keep a Tight Grip on Your Financials
Year after year, our spa leadership teams develop annual financial goals and expectations. Building on prior years, we outline our financial road map and the operational path necessary to achieve the intended results. The budget is used as a barometer for our operations. In fact, at LIVunLtd Spa + Wellness we analyze the data monthly, weekly, and even daily so we can alter our practices to better meet our goals. We understand the importance of yield management. Remaining flexible requires a very disciplined approach.
Create a Staffing Plan
Ask most spa operators what their biggest challenges are, and they would most likely indicate staffing shortages. Our industry’s growth has created a new set of challenges. The staffing deficit has become an underlying concern for many spas as operators do not have enough staff to meet the demand. The 2017 US Spa Industry Report released by the International Spa Association (ISPA), recognized worldwide as the professional association and voice of the spa industry, revealed there are over 30,000 vacancies in the US Spa industry. To address our industry’s lack of staffing, the ISPA Foundation worked with PricewaterhouseCoopers to conduct the inaugural ISPA 2018 Workforce Study. Offering valuable insights, the study provided further data behind the reason for these open positions. LIVunLtd Spa + Wellness has tackled this concern with a two-pronged strategy. First, retain the staff you have and second, build your bench; become the employer of choice.
LIVunLtd Spa + Wellness suggests in today’s competitive market, a long-term strategy for human resource retention is vital. ISPA research shows that lack of professional growth, rigid and demanding schedules, confusion with compensation and expectations, as well as a toxic work culture all contributed to staff turnover. Therefore, engaging with the staff on a regular basis is necessary to really understand the spas work culture. Does leadership value each staff member? Is everyone’s voice being heard? Are you offering training programs? How much support is available to the entire spa team? Staff retention is a very important component of the overall operations.
But that’s not enough, in order to meet the growing demand in business, spas need to have a recruitment and development strategy in place to attract new employees. Reaching out within the community, supporting schools, and building awareness of our industry should be in the plan. How can your spa become the “employer of choice” in your community? How can you attract staff members? Creating a comprehensive staffing plan will help spas build and retain a strong work force.
Dust Off the SOP’s
That’s right. Standard Operating Procedures are not developed to be tucked away and only pulled out during new employee orientation. “It’s a good idea to review your SOP’s” says Kate Mearns, Director of Spa + Wellness at LIVunLtd. “SOP’s are valuable tools in operations, and therefore they should be looked at annually.” As businesses operations are updated some processes may need to be adjusted.” Do they reflect what we are doing currently? Are they necessary? Do they support your brand? Do you need to add any? Are they staff “friendly”? Are they consistent? When was the last time you reviewed them with your staff? Although this task seems like an item on an operator’s “to do” list that never gets done, it’s important to check your SOP’s in 2020.
Avoid Operational Isolation
Spas and wellness centers tend to operate within their own silos. Leaders spend so much time focusing on their own department’s day to day operations they almost unknowingly become isolated. Their operational focus turns inward, almost myopic. LIVunLtd Spa + Wellness supports a much more inclusive approach to operations, bringing the benefits of what we do much further than the walls of the spa. As spa operators reach out to other departments and educate them on the savvy wellness consumer, new ideas for revenue generation and guest experiences are conceived. Spas have a unique grasp of the guest’s wellness needs and by expanding their offerings outside the walls of the spa revenues and guest experiences are improved. Collaborating with other departments extends the spa’s reach, touches more guests, and ultimately benefits everyone. “Resorts and hotels will reap the benefits when wellness practices are incorporated throughout the property” says Maureen Fletcher Bankson, EVP of LIVunLtd Spa + Wellness. She adds, “When our LIVunLtd spa leadership teams collaborate with other departments, we create new products and services that guests are seeking. From fitness classes, to wellness lectures and events, to dining options and corporate group activities, the spa helps amplify our message and gives our properties a unique advantage. We push out of our comfort zone and expand our offerings. As wellness experts, we bring innovative ideas so the entire property can benefit.”
Pump the Brakes
Spa operators need to “pump the brakes” every so often. That is stop for a moment and ask a few questions about their daily routines. Why are we still doing this? What is the real value of this initiative? Is this practice beneficial? What would happen if it just went away? Because we are so time deprived, we need to eliminate unnecessary tasks or services; especially those that add little value. Taking tasks off the list is liberating. But sometimes, you can’t see the forest for the trees. With over 35 years in the management business, LIVunLtd Spa + Wellness has advised many spa operators to pump the brakes a time or two, to question the value of each duty. And then, we put clear strategies in place and ensure our spas are operating efficiently. Taking items off the “to do” list allows our operators to remain current, innovative, and successful.
Kate Mearns