Podcasting is a way you can stand out in the sea of spas. You can show what makes your spa unique, how you can serve your customers, and what your spa’s purpose is.
By Carmelina Karas
As a spa owner or manager, you have a lot to think about. There are the day-to-day operations, communicating with suppliers and customers, and making sure all equipment and tools are in working order. Sometimes it may feel that you are doing the job of more than one person and that it is time to find some help.
This is where things get interesting. You contact local esthetic or wellness training programs related to the field you are looking for, put out an employment ad on LinkedIn, Monster or Indeed, and start asking friends and family if they know someone qualified for the role. But wait, you can’t just hire anyone. They need to have a sufficient level of experience, be able to fit into the current company culture and develop a level of trust with you since they are now representing your brand.
Here are some tips for navigating this process and finding the right fit. Just a note before we begin – the specifics of the role may vary, but these guidelines should help get you started.
- The Job Description – When qualified candidates are reading through your description, it should accurately portray a company that they will be excited to work for. Does it give a clear company background and/or mission statement? Are the roles and responsibilities clearly outlined? Are the qualifications reasonable and attainable for the level of the position? Do you state benefits of working for your company – even if it’s just a place to learn and grow and an encouraging work environment? Make sure you stand out and there are not questions as to what you are looking for.
- The Interview – Try to hold back any preconceived notions of the candidate’s background, including work ethic and history, until you are able to speak to them over the phone or in person. Make sure your questions are opening up the conversation for more than just “yes” or “no” answers. Let the candidate explain any gaps in their resume and positions that may not be aligned with the current role they are applying for. Remember, you are hiring the person, not their resume.
- The Background Check – Some companies feel that this extra step isn’t needed. After all, what candidate is going to provide a reference contact for someone that doesn’t think highly of them? In actuality, the types of questions you ask should be carefully selected to draw out information that they may not be ready for. There are some great lists of questions online for helping with this process. Make sure to confirm the information given on the resume and during the interview. Two good questions to ask are, “What was this candidate’s reason for leaving?” and “If you had the chance to hire them again, would you?” If the candidate truly is as great as they seem, then those questions should be a breeze.
- The Offer – Putting together an offer that is fair for both parties, as well as aligned with the Employment Standards Act, can be trickier than it seems. If you have always written your own contracts, then the new employment laws put in place in January 2018 may throw you for a loop. If this candidate will be a valuable asset to your team, spend a small amount of money for an employment lawyer to make sure the contract is binding, that there is an accurate termination/dismissal clause, and that employee responsibilities and privileges are clear. There is nothing worse than realizing you now owe someone money because of a clerical error.
Following these general guidelines should help narrow down the extensive pool of candidates to find the right fit. When you find that person, these tips will help you succeed during on-boarding and should provide a smooth and professional experience for your new staff member. Happy hiring!