Leveraging Spa Culture to Achieve Hotel Asset Management Objectives
By Kristi Dickinson General Manager, Canyon Ranch Woodside | August 18, 2019
The word culture has several definitions. In biology, it is an environment in which to grow something. In the arts, it is the manifestation of human intellectual achievement. In sociology, it is the customs, attitudes and behavior characteristic of a particular social group. These are all quite appropriate to a hospitality setting.
Think of the asset manager as the coach for the hotel; a catalyst for change. He or she has been given a vision from ownership, goals for the property, and will be held accountable to investors for specific deliverables. In the guest service-based hospitality industry, these plans will never be achieved without first influencing the people who will execute them. How can we use our most important asset, the people, to attain these objectives? Let's examine a few avenues.
Driving Key Performance Indicators
Purpose-driven companies attract and retain the best employees and are far more profitable and productive. Engaged employees connect better with their guests. They create a feeling for which guests will pay a premium and return often to experience. When you align staff with their purpose, the value of the property increases via the ability to drive rate and occupancy as well as the value of the brand and culture you have created.
Happy employees are more productive, waste less, and have more respect for equipment and grounds. For example, in a spa setting, a therapist richly immersed in the culture will offer to extend shifts to accommodate more appointments, build a repeat clientele and drive positive TripAdvisor reviews.