Editorial Board   Guest Author

Ms. Segerberg

Jane Segerberg

Founder & President, Segerberg Spa Consulting, LLC

Jane Segerberg is founder and president of Segerberg Spa Consulting, LLC. Her commitment to excellence is the foundation of a distinguished, 30-year career of achievement and leadership in the inter-related disciplines of the wellness, hospitality and spa industries. With 18 years of Five-Star resort experience and 11 years in the spa design and consulting business, Ms. Segerberg is recognized as an eminent authority on spa operations and business strategies. As President of SSC, Ms. Segerberg directs all aspects of the firm's consulting services including concept and facility design, operations and program development, staffing and training, marketing, facility openings and spa management. She worked with Sea Island Company, Sea Island, Georgia for eight years before opening the Sea Island Spa and managing its operations for an additional ten years. Under her leadership and innovative programming and business acumen, Sea Island Spa was the first spa chosen by Travel & Leisure magazine as The Best Spa in North America, as well as receiving numerous other awards. Sea Island Spa remains on the Travel & Leisure lists of top resort spas. As an esteemed consultant, Ms. Segerberg has provided design and operations expertise to a broad array of spa and resort projects, traveling extensively to spas worldwide and developing a broad knowledge and understanding of the international spa industry. Ms. Segerberg recently served three elected terms as Chairman of the International Spa Association and continues to serve on the Past Chairman's Council and the Leadership Development Task Force. She is the recipient of the prestigious ISPA Dedicated Contributor Award and is credited with the tremendous growth of ISPA. The largest spa industry trade association, ISPA has grown to be a global organization with over 3,200 members representing 86 countries. Members include spa owners, directors and service providers. Ms. Segerberg was recently recognized by American Spa Magazine as one of four top spa consultants as voted by the magazine's Professional's Choice Awards in which readers-who are the top decision makers at resort and destination spas, day spas and medical spas-vote for their favorites in the industry. The Awards have become the standard for recognizing spa industry leaders. As a highly sought-after consultant and lecturer, Ms. Segerberg has spoken internationally to various organizations and has been featured in radio, television and internet interviews including Fox TV, National Public Radio, and WebMD. As a leading authority on spa trends and programming, Ms. Segerberg has been widely quoted in key publications such as WorldTravel & Tourism Development, The Wall Street Journal, New York Times, Allure, American Spa, Businessweek.com, ABC News.com, Resort & Recreation and Hotel Executive Magazine. She holds a Bachelors degree in Health and Physical Education from Heidelberg University. She is certified by The American College of Sports Medicine, Cooper Aerobics Research Institute, American Council on Exercise and has appeared in Who's Who in American Women.

Ms. Segerberg can be contacted at 912-222-1518 or janesegerberg@yahoo.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.