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spa management Workforce & education - Association québécoise ...

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Senior<br />

Less<br />

Senior<br />

Spa Management <strong>Workforce</strong> & Education: Addressing Market Gaps<br />

Methodology<br />

The analysis and recommendations presented in this report are based upon extensive primary<br />

and secondary research conducted by SRI International from December 2011 to May 2012. In<br />

addition to conducting a literature review and gathering existing information on <strong>spa</strong><br />

<strong>management</strong>/<strong>education</strong>, workforce development, and <strong>management</strong> issues in general, the<br />

research team conducted the following primary research:<br />

Three global online surveys were conducted during January-March 2012: 1) a survey of<br />

current <strong>spa</strong> managers/directors; 2) a survey of <strong>spa</strong> industry executives and thought leaders;<br />

and 3) a survey of <strong>spa</strong> <strong>management</strong>-related <strong>education</strong>al programs and private training<br />

companies. 5<br />

Over 45 telephone interviews were conducted with leading industry “thinkers” representing<br />

different segments of the global <strong>spa</strong> industry, as well as with representatives of <strong>spa</strong><br />

<strong>management</strong> <strong>education</strong> programs and training providers.<br />

The research conducted by SRI International was supported by additional research work<br />

conducted by Charlett Kohlwes (a student of Tourism & Recreation Management with a major in<br />

Spa Management at Saxion University in the Netherlands), who conducted an extensive<br />

inventory to gather programmatic information from over 100 <strong>spa</strong> <strong>management</strong> <strong>education</strong>al<br />

programs and training providers around the world.<br />

Terminology<br />

The job titles used for <strong>spa</strong> <strong>management</strong> positions vary considerably across different <strong>spa</strong><br />

companies. This phenomenon is common in nearly every industry and is not necessarily a<br />

problem, but does make it essential to define the specific types of workers we are focusing on in<br />

this report. When this report refers to “<strong>spa</strong> <strong>management</strong> personnel,” “<strong>spa</strong> <strong>management</strong><br />

workforce,” or “<strong>spa</strong> managers,” we are specifically<br />

referring to the following positions in a <strong>spa</strong>: assistant<br />

<strong>spa</strong> manager, <strong>spa</strong> manager, assistant <strong>spa</strong> director, <strong>spa</strong><br />

director, and group or regional <strong>spa</strong> manager/director<br />

(as well as similar positions that may use slightly<br />

different job titles – including the combination of<br />

owner/manager in smaller, independent <strong>spa</strong>s).<br />

The most prevalent practice in the <strong>spa</strong> industry is to<br />

Spa Manager<br />

use the title “<strong>spa</strong> manager” for more junior<br />

<strong>management</strong> positions and “<strong>spa</strong> director” for more<br />

senior <strong>management</strong> positions; therefore, when this study makes distinctions across the two<br />

5 A description of the survey methodology and number of responses is provided in Appendix E.<br />

Most Prevalent Use of Job Titles for<br />

Spa Management Positions<br />

Group/Regional<br />

Spa Director (or Manager)<br />

Spa Director<br />

2 © Global Spa & Wellness Summit LLC

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