Tenure and Endurance: Key Ingredients to a Successful Hotel Spa
By Mia A. Mackman President & Owner, Mackman ES | September 16, 2018
There was a time when tenured employment was a standard practice. People would stay at one place for many years before moving on to a new employer or exploring different career opportunities. This was once a preferred way-of-life for many people and companies. This created strides in performance, opportunities for promotions and job stability. Since then, the workforce has transformed into cycles of prevalent turnover and disjointed employee loyalty. People are moving on from one company to another, choosing lateral moves not only vertical strides.
The Median employee tenure tends to be higher among seasoned workers than new ones. For example, the median tenure of workers ages 55 to 64 (10.1 years) was more than three times that of workers ages 25 to 34 years (2.8 years). Also, a larger proportion of older workers than younger workers had 10 years or more of tenure. It's notable that of workers ages 60 to 64, 55 percent were employed for at least 10 years with their current employer in January 2016, compared with only 13 percent of those ages 30 to 34. See age and tenure data in Figure 1 below:
Talent and labor cycles have shifted substantially. There is constant movement in the talent search, hiring and recruiting space. And it has become commonplace for people stay with an employer for one to three years, then moving on to explore new endeavors. In some cases, there are advantages in doing this. In many cases, the translations of value have yet to be instituted through company hiring and staffing initiatives; leaving vast gaps between employee loyalty and greener grass, in the landscape of new opportunities.
One of the biggest challenges in maintaining excellence and consistency is retaining quality staff and managing unpredictable workforce turnover. While spa and wellness can be a transient industry, there are multiple business advantages to having a strongly committed staff of tenured employees. Not only does this impact customers, but it has a profound sway on the quality of experience, products and services.
Many times, the environment in which we work becomes like a second family. People build deep friendships and long-standing co-working relationships. People get to know one another on a regular basis, while enduring a variety of life sequences such as marriage, divorce, children, and so on. These aspects naturally create a close-knit culture and facilitate personalized relationships that increase self-awareness and personal accountability. Having these relationships also in turn facilitates supportive cross department alliances and stronger company unity.