“ Gallup has … found that teams most likely to feel like their organization cares about their well-being have higher customer engagement , profitability and productivity ; lower turnover ; and fewer safety incidents .”
l Professional development : Having opportunities for education and new skills training helps spa employees feel a sense of career development . Spas reap rewards from enhancing providers ’ skills and exposing them to new spa trends and techniques — and simultaneously create a workplace culture that demonstrates care about employee well-being . l Mental health initiatives : Creating a supportive work environment , offering counseling services as an employee benefit and promoting mindfulness and meditation to manage stress are ways spa owners and directors may support their teams ’ mental health . Interacting with spa guests will occasionally introduce stress that should be managed thoughtfully . l Life balance : Balancing personal and professional time is not a unique challenge for spa employees , but the scheduling demands — often requiring work on evenings and weekends and even holidays — is disruptive to relationships and interests outside of the spa . Spa leaders may alleviate some of the disconnect between “ work ” and “ life ” by identifying scheduling practices that allow some flexibility and encouraging team members to use their shift breaks and their paid time off without guilt or worries about falling behind . l Workplace comfort : Again , spas start with an advantage in creating an inviting and safe environment . Good spa design incorporates a clean look , comfortable accommodations and unrelenting hygiene practices . Employee areas of the spa may be more casual but should maintain similar health and safety standards . Beyond the spa ’ s physical setup , the workplace environment should prioritize teamwork , with each staff member feeling supported , respected and valued . l Team member engagement : Gallup studies have shown engaged employees report higher levels of wellbeing than their less-engaged peers . Team members in a collaborative workplace — especially within management / employee relationships that include a culture of open dialogue with two-way communications — indicate
higher levels of job satisfaction and are less likely to pursue new career opportunities with other companies . Spa leaders who recognize and incentivize employee achievements create a culture where employee wellness thrives . Employee wellness programs that take a holistic approach — addressing team members ’ physical , mental and social well-being — yield the most positive results . Spa leaders are advised to make wellness initiatives part of their organizational culture and to periodically re-evaluate their success and any newly-emerged options .
Culture Shock
Why would anyone put in extra effort if they feel like you don ’ t care about them ? That is the question Jim Harter asks business owners and managers to consider , in a Gallup article introducing the new book Culture Shock . Harter ’ s analysis offers three eye-opening takeaways :
l Most U . S . workers feel like their company doesn ’ t care about their well-being l Employee well-being is linked to performance and engagement l Disengaged employees create disengaged customers
“ Gallup has … found that teams most likely to feel like their organization cares about their well-being have higher customer engagement , profitability and productivity ; lower turnover ; and fewer safety incidents .”
— JIM HARTER FOR GALLUP
AUGUST / SEPTEMBER 2023 n PULSE 51