This is my last post on management learning and development futures gaining insight from spa land. I’ve just released the first part of an open public audit on staff well-being with respondents from around the world working in the spa sector.
One of the main stress factors that came up, which leaders in the sector are responsible for controlling, was work intensiveness (Demands). In my webinar, to people interested in the findings of the study, I emphasised the importance of managers helping employees to find or design ways for less intensive working. Less intensive working can be achieved either through reducing the number of tasks within a given time frame, delegating some tasks to others or embarking on complete work redesign and taking a fresh look at job descriptions and person specifications.
Another thing that came up was surprising. Like other sectors, this group also suffers from work related stress and even more interestingly …back ache.
The Good News
The winning ways that team leaders seem to be doing for reducing staff stress is helping employees know how to go about getting their job done (Role) and fostering good relationships having colleagues that listen to me (relationships).
Interestingly the having colleagues that listened was more prevalent in some countries than others. But it wasn’t new news to find that relationships between colleagues were good as other studies have found this to be true of this sector.
But I’d set a warning not to be too complacent about spas being great places to work. My caveat is based on the unpublished studies that I’ve seen (MA and doctoral thesis) and expressed industry concerns about business failure and high staff turnover in this sector for the lack of leadership skills. This mini study has shown that there might be signs that understanding job role and fostering good relationships might get staff through difficult times in the heat of the moment and so works for the short term. But whether just knowing how to do your role is enough to ameliorate the stresses brought on by the demands of the job or a perception of little control or not being informed about change is something that still needs to be looked at further.
Learning Needs Analysis
The management learning and development needs that I can see arising out of this study are centred on enriching:
- Work appraisals skills
- Managing work loads
- Monitoring performance with risk analysis
- Setting smart goals
- Job redesign
- Operations planning
- L&D planning
- Positive Leadership stress reducing management competencies
If you would like more information about the results please use the contact from below.