I was speaking with one of our clients last week, a spa director for a large day spa. While we were conversing, she shared with me what one of her team members said to her earlier in the week. One of her estheticians told her, “I don’t need to be selling retail because I sold $300 worth of products this pay period and I only made $30. So it’s not worth it for me, don’t count on me doing it”. The spa director went on telling me about the tone of voice and body language that went along with the esthetician’s statements. I couldn’t believe what I was hearing! I thought to myself the audacity this person has to talk to her spa director like that. You give a person a job, a great opportunity to make money and that’s what you get in return…
I was disappointed to hear the spa director tell me this story because this esthetician was recently hired. This could have been avoided if the spa director had practiced the C.L.A.R.I.T.I. hiring system we teach our clients. She did not implement one critical part of our hiring system. One key part of the hiring process is the last “I” in C.L.A.R.I.T.I. which stands for “in-writing commitment agreement”. In the agreement, the spa director outlines all responsibilities, professional standards, obligations, expectations, behaviors, and performance measures. It includes all what is expected from a team member includng retail sales. We advise spa leaders to put as many details as possible into the commitment agreement and have the person sign it. Sadly in this case, the spa director did not do a written commitment agreement; which now makes managing this new hire a much more difficult and time consuming task.
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Are you faced with this type of behavior? Do you allow your team to talk to you like that? And if they do, what do you do about it?
If you discuss all expectations before you hire the person and get them to sign off on it; managing them becomes easier. Had this esthetician signed a written commitment agreement, she would have known how important retail sales are to her position, that it is her professional obligation to make recommendations to her guests and to educate them on how to take care of themselves at home among other things.
With a written commitment agreement in place, the spa director has the resource to review and train the new hire on how to make more than $30 in retail by recommending more products and treatments to their guests. Best of all, it also reminds the new hire of the agreement that she signed and committed to.
I have two issues with this story. One is how some therapists/estheticians conduct themselves in the workplace. The second issue is not addressing unacceptable behavior and performance. The sad thing is, if you don’t address bad behavior and poor performance, it will only get worse.
What would you do if one of your team members confronted you like this? Share your stories with us. We enjoy hearing from you!
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