BY SCOT T . GILLIES

PERHAPS THE MOST GLARING CONTRADICTION in the modern spa is the dichotomy between the thoughtful , holistic well-care we advise for our guests … and the chaotic , stressful lifestyles many spa team members lead in private . The novel research introduced in “ Walking the Talk ” ( page 20 ) identifies a separation in the well-being of top spa leadership and their clientele . Several other recent reports focus on the third group in most business-customer relationships , exploring the larger picture of employee wellness .

Spa management must recognize indicators of team members ’ welfare — whether good or bad — and should be proactive in policies and programs to improve their wellness .

Key considerations for spa employee wellness

Separate analyses by Gallup and Forbes identify similar key concerns that all business leaders should ponder about staff member wellness . Looking at the recommen- dations from the perspective of a spa owner or director , a few considerations are especially applicable — and , in some cases , unique — to the spa industry : l Self-care and well-being initiatives : Offering self-care and well-being initiatives can support team members ’ physical and mental wellness . The spa has many built-in advantages for potential initiatives , including discounted spa services and access to wellness classes . Spa leaders should consider the education they provide to customers about self-care practices , stress management and healthful lifestyle choices , and identify opportunities to offer similar resources to spa employees . l Physical demands : Repetitive movements and standing for long periods are typical requirements for spa treatment providers , whose roles require strength , dexterity and physical exertion . In addition to regular breaks , spa employees should have ongoing training on appropriate body mechanics to prevent injuries , as well as access to appropriate ergonomic equipment .

50 PULSE n AUGUST / SEPTEMBER 2023