MEMBER PERSPECTIVES
BY RYAN O’GARA AND JAMISON STOIKE
RESET YOUR RETENTION
Talent Strategies for a New Normal
AS THE WORLD RETURNS TO NORMAL after the
height of the COVID-19 pandemic, the spa industry will rebound.
Pent-up demand for travel and soothing human
touch will bring business back to spas and resource partners,
even if consumers are demanding different treatments,
clearer hygiene standards and greater
transparency than before.
This means that spas will soon be bringing back
team members who were furloughed or laid-off to meet
demand; but don’t assume that just because the employees
return, they’ll stay around. The issues with employee
retention and hiring that dogged the spa industry before
this crisis won’t disappear, and now is the time to rethink
what you’re doing to build a stronger workforce, deepen
their connection to your spa and, ultimately, get off of the
hiring treadmill.
In advance of April’s canceled ISPA Talent Symposium,
ISPA turned to its members for their most successful
Workforce Innovations—from unique incentive programs
to whole-team brainstorming and new talent pipelines. In
this month’s “Member Perspectives,” we’ll highlight a few
such innovations geared towards helping you retain your
employees once the spa industry is up and running once
more.
Partial Tuition Reimbursement —
The Broadmoor Hotel
The Broadmoor Hotel partially reimburses tuition for recent
graduates. It requires those in this program to work
for the Broadmoor for at least one year, and it targets
candidates that it thinks will stay at least two to four
years to limit turnover.
The reimbursement funds are distributed either biannually
or annually and are contingent on the employee
meeting the Broadmoor’s standards, like having a full inventory
of services to offer, being a good steward to the
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