“ Being open and transparent about the good and bad is good for the culture . Wouldn ’ t you rather deal with it and know what ’ s going on versus not being told ? Part of our culture is that problems can be talked about together .”
— KATE BOYER , Anatomie heard . One way she creates that feeling is through the use of an “ idea box ” where employees are free to share suggestions for improving the spa at any time .“ We encourage all our colleagues to bring ideas that can improve the guest experience , but also the colleague experience . I ’ ve found that , often , when we implement something improve the colleague experience , you will definitely also impact the guest experience ,” Davalle says .“ We also ask for collaboration whenever we create a new treatment .”
Asking for feedback from the team , and — crucially — following up on suggestions and talking them through with employees , regardless of whether they end up becoming new policies or initiatives , can create a sense of investment in the spa ’ s operations that will likely have a positive impact on their work . It ’ s easy for Davalle to show that kind of trust to her team because , as she notes , they are in direct contact with guests more than anyone else in the spa , which means they usually have the best sense of how things might be improved .
Aside from the operational benefits of utilizing the insightful feedback her team provides , ensuring that employees ’ voices are heard also reduces turnover .“ When they see that their opinions are valued , it ’ s not only helpful with recruitment , because then they talk to their friends about how their ideas were implemented , but also helpful with retaining them .”
Like Claudia Wyatt , Davalle also stresses the importance of not only investing in the ideas her team shares , but also in their larger goals . To that end , Acqualina pays for employee training and education as a way to both create a more versatile team and show employees that , as long as they are with the spa , they ’ ll have the chance to acquire new skills and grow professionally . The goal , she says , “ is growing them within the spa if we can . But maybe one day the leave the nest , and that ’ s okay , as long as their experience , while they were with us , was the most rewarding and beneficial for their future .” As an example of this philosophy in action , Davalle shares that one employee soon to be named assistant spa manager began as a receptionist before moving into a supervisor position . Acqualina ’ s investment in growing her skill set gave her the confidence to ask for additional responsibility . The result is a win for both the spa and the employee , even if she eventually moves on .
Whatever initiatives a spa or business implements to improve its culture , it seems clearer than ever that the end goal should be to craft an environment where employees know that they are prized not just for the dollars they bring to the bottom line , but for everything that they bring to the table . Says Davalle , “ If [ employees ] are happy and they feel valued , the service to the guest follows , it trickles down . You can try to please the guests , but the people delivering the service are not happy being there , it ’ s not going to happen .” ■
FEATURED SOURCES
KATE BOYER CEO ANATOMIE
CATHERINE DAVALLE Spa Director ACQUALINA RESORT AND RESIDENCES ON THE BEACH
CLAUDIA WYATT Executive Director WILLIAM WESLEY GRAND SALON & SPA
AUGUST 2021 ■ PULSE 41