A new Dallas-based beauty and health spa intends to use a human resource process that is highly identified as the foundation of its own competitive strategy. By supporting employees to act as "personal wellness teachers" (PWCs) with high dedication and wide-ranging responsibilities, the leadership intended to provide a level of client service that will warrant premium rates.
But, the system is not working. Issues include: tips are lower than anticipated, reducing estimated settlement; scheduling issues create bottlenecks; and also the level of commitment varies among PWCs. The result is a high employee turnover rate, when they go and departing workers take a mean of 35% of their customer base with them.
PUBLICATION DATE: August 20, 2012 PRODUCT #: 913S07-HCB-SPA
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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