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Spa Management Workforce & Education: Addressing Market Gaps players are performing their best and working together efficiently – there is no guarantee that the spa industry’s management workforce problems will be entirely “solved.” The demographic and social forces at play in today’s economy (as outlined above) – which are outside of the control of the spa industry – mean that recruiting and retaining talented management-level workers is likely to be an ongoing challenge for most companies around the world (not just for spas!). Nonetheless, the industries and companies that invest in a proactive, partnership-based approach for cultivating the management talent pipeline are those that are likely to come out ahead in today’s competitive global economy. A note to the reader: While the analysis and recommendations presented in this report specifically focus on management-level workers in the spa industry, the three-pronged approach to workforce development described above, as well as many of the specific recommendations, could be easily adapted and applied to all levels of spa employees (from entry-level therapists or receptionists to executive-level managers). In fact, most workforce development initiatives are likely to be most successful if they focus on providing the right kind of training, nurturing, and opportunities at all levels in the workforce pipeline, so that people can seamlessly work their way up through a defined career ladder. This concept will be further elaborated upon in Sections III and V of this report. 10 © Global Spa & Wellness Summit LLC
Spa Management Workforce & Education: Addressing Market Gaps III. The Spa Management Workforce System: Current and Future Spa Management Employees Key Findings 1. A good spa manager/director must have both a “head” and “heart” for spa; exceptional people skills; the abilities of an entrepreneur; and must be flexible, adaptable, and mobile. 2. Spa management requires a huge and challenging range of skills and job responsibilities – including “hard skills” (e.g., management, finance, etc.) and “soft skills” (e.g., communications, teamwork, etc.). Most people require both significant formal education/training and practical, on-the-job experience in order to build this skill set. 3. The skill set for spa managers/directors is remarkably consistent around the world (although cultural awareness is required due to the geographic diversity and cultural roots of spa). Skills do vary considerably between day spas and hotel/resort spas. 4. Two typical pathways into spa management are: promoting existing spa employees into management positions or hiring someone from outside the spa business (and each has significant pros and cons). Upward career pathways beyond spa management positions are varied and not well-defined. 5. Spas rate “experience working in management and in the spa industry” as the most important background qualifications when hiring spa managers/directors, followed by “training or experience in the spa modalities.” Formal educational credentials are considered to be only “moderately important” – probably because formal degrees related to spa management are still relatively new and relatively rare, and are perceived as being a bit disconnected from industry needs. The majority of spa industry leaders do feel it would be beneficial if more people received formal spa management-related degrees. 6. Hard skills in business and management are considered to be the number one deficiency among today’s spa managers/directors. Key weaknesses include: strategic planning skills, IT skills, revenue management skills, legal/regulatory compliance skills, public relations/promotional skills, and financial management/accounting skills. In order to understand the management talent gap currently faced by the spa industry, it is first critical to understand the role that a spa manager or director plays in a spa. What are the typical job responsibilities of a spa manager or director? What are the key attributes and skills required? How does this vary across different types of spas or different regions? What are the pathways through which people enter spa management careers? The answers to these questions – which will be explored in this section of the report – provide a deeper © Global Spa & Wellness Summit LLC 11
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