spa management Workforce & education - Association québécoise ...
spa management Workforce & education - Association québécoise ...
spa management Workforce & education - Association québécoise ...
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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