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Spa Management Workforce & Education: Addressing Market Gaps 4 © Global Spa & Wellness Summit LLC
Spa Management Workforce & Education: Addressing Market Gaps II. The Challenge of Spa Management in Today’s Spa Industry A. Historical and socioeconomic context for the management “talent gap” The management workforce challenge currently being faced by the spa industry is not new, and is also not unique to the spa industry. Looking back 10 or more years ago, when the spa industry was in the height of its rapid growth period in many parts of the world, industry analysts and media were already discussing spas’ growing challenges in recruiting qualified managers and directors. For example, a 2000 article in ISPA’s Pulse magazine stated that “The biggest educational hole in the industry is the spa director,” 6 while another ten-year-old article in Massage Magazine commented that “The biggest challenge for spa today is finding competent managers who understand the industry.” 7 However, even in the recent economic climate – when spa industry growth has slowed (but not stopped) in regions that were previously experiencing explosive growth, and when higher unemployment means that workers should be more readily available – the spa industry’s management personnel challenges have persisted. These ongoing challenges indicate that the spa industry’s problems with finding spa management personnel are more than a simple supply/demand issue, but are linked with a broader structural challenge in the industry’s overall management workforce pipeline. To understand what is behind the spa industry’s management workforce gap, it is critical to situate the problem in the context of broader economic and societal shifts that have been occurring in the global economy – because spas are not alone in their problems hiring talented management-level workers. As far back as 25 years ago, economists in the United States (and increasingly globally) began documenting a growing workforce gap faced by businesses, who were increasingly unable to find the right workers with the right preparation and skills to perform their jobs well. 8 Jeffrey Pfeffer, Professor of Organizational Behavior at Stanford University If competitive success is achieved through people, then the skills of those people are critical. Consequently, one of the most obvious implications of the changing basis of competitive success is the growing importance of having a work force with adequate skills. ~ Jeffrey Pfeffer Competitive Advantage Through People: Unleashing the Power of the Work Force 6 Sara Eavenson, “Evolving Qualification Standards for the Spa Industry,” Pulse, July/August 2000, re-posted on Spatrade.com, http://www.spatrade.com/spa-business/finding-qualified-spa-directors-becomes-increasingly-difficult. 7 “SpaTalk: Spa-Management Opportunities for Massage Therapists,” Massage Magazine, http://www.massagemag.com/spa/talk/spaManagement.php. 8 For example, a landmark 1987 study by the Hudson Institute, entitled Workforce 2000, predicted several key workforcerelated challenges and gaps that the U.S. economy would face at the turn of the millennium. © Global Spa & Wellness Summit LLC 5
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