ABSTRACT
The global spa industry is expanding rapidly in size and scope, as is employment in the industry. In 2002, the International SPA Association (ISPA) commissioned PriceWaterhouseCoopers to produce a report on the US spa industry which reported that between 2000 and 2002 the US spa industry saw an increase in employment of 87% with both the number of spas and the average number of employees per spa increasing ( ISPA 2002 ). This report concluded that: ‘ Given the rapid growth in employment, it is not surprising that there is significant competition amongst spas for qualified staff in terms of both spa staff and management … recruitment and training need to be priorities for the industry. Without deliberate cultivation of talent through training, the lack of qualified staff will become an increasingly significant constraint on further industry growth. ’ The report went on to conclude that: ‘ The spa industry needs to recruit qualified resources. The rapid growth of the industry has created significant competition for scarce qualified resources at all levels. ’ (PriceWaterhouseCoopers, 2002 )
The rapid growth of the spa industry has been associated with an increasing expectation of spa goers. Years ago people would attend a spa and expect a beauty treatment or superficial make-over. The emphasis has now changed with more focus on relaxation and holistic treatments. This has led to a need for greater numbers of specialised staff with appropriate qualifications as well as changing business practices. Spas are therefore becoming larger and more complex to operate, requiring a greater emphasis on business operations, strategic planning, marketing and feasibility.
