Renovating a spa at a historic property requires a respect for the past and a commitment to the future . It is an undertaking that demands a skill for storytelling , thoughtfulness about staffing issues and knowledge of guest desires .
Renovating a spa at a historic property requires a respect for the past and a commitment to the future . It is an undertaking that demands a skill for storytelling , thoughtfulness about staffing issues and knowledge of guest desires .
Many spas were able to offer their employees jobs elsewhere at the resort or hotel for the duration of the spa ’ s closing . Doe said even for associates who chose not to take jobs elsewhere at the property , they continued to pay them benefits .
“ We offered opportunities to work other places in the hotel , but most of them decided to take a holiday or go on vacation ,” Doe said .“ Some of them started their own things while we were closed .”
While the renovation at the Omni involved the entire property , a part of the resort was always open , so when the spa had to close for several months , Omni offered many of them the opportunity to help in other areas of the resort .
Maruca said many decided to go work at other spas , but when they reopened , they worked hard to bring back 100 percent of the staff .
Once a spa has reopened after a major renovation , there are often changes to protocol , new equipment to learn and new approaches to guest service . This very often requires that all staff undergo additional training to take fullest advantage of the changes to the spa .
Maruca credits the power of engagement training for the post-renovation spa and resort ’ s regaining of their four-diamond rating .
Doe said she kept in touch with Umstead staff throughout the renovation , sending them pictures of progress being made to help keep them connected to the process . As they got closer to opening , they started holding training sessions on what was new and different .
“ We shared with them there were going to be some changes to their routine and how it would be an improvement and enhance their work ,” Doe said .“ As we got closer , we started to review our standards . Shortly before opening , we had what we call a ‘ day in the life .’ We practiced going through everything so everyone could get back in the flow of where everything was now , how they would move and how they would operate .”
LISTENING TO GUESTS Ultimately , any renovations are performed with the goal of improving guest experiences at the spa . It ’ s why soliciting guest feedback before and after a renovation project at a historic spa can inform the work that is done .
Orndorff said her facility has loyal guests who have been coming to the spa for decades and often know more of the spa ’ s history than the managers themselves do . She said they are often sweet and kind about telling them all the things the spa used to have and what it used to look like .
“ But they love to see that we ’ re continuously pushing the envelope and bringing new things in — that we care about making sure all of the new treatments , the new types of services and the new relaxation methods put them front and center .”
Doe expressed her gratitude that the resort ownership and general manager trusted her with the ideas of what she wanted to see in the spa renovation , ideas that came from engaging with guests and coming to a deep understanding of their needs .
“ I noticed the stress our guests were under ,” Doe said . “ Before we closed , I heard what they were looking for — that they were really exhausted and they were having problems sleeping . They needed to rest and wanted to relax . I took that into consideration when we were selecting what treatments we would have , how we would change the resting areas and what they needed .”
While renovations can bring stress and unexpected surprises , Maruca said it is also an exciting time that is rewarding on a daily basis .
“ There are delays where it starts to wear on your nerves a bit — you have to crack an egg to make an omelet ,” Maruca said .“ But the saddest day is when you see all those worker trucks leave . As long as the trucks are here , you have new stuff every day . Once that ’ s done , you don ’ t have the newness like Christmas Day . Now it ’ s just running your business .” n
BRIDGETTE REDMAN is the co-author of the ISPA publications Retail Management for Spas and SPA : A Comprehensive Introduction , and a Pulse contributor . Her writing focuses on arts and travel , along with marketing , hospitality , education , business and anything else that catches her fancy .
48 PULSE n APRIL / MAY 2024