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Culture Club

November 2006 issue of Skin Inc. magazine

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As a whole, the spa industry is fraught with many problems that can be traced to its high rate of staff turnover. It creates bedlam with startup businesses, in particular, and drains resources, including time, energy and money. Turnover is more than an interruption; it interferes with the development of a smooth operation, the creation of a strong, unified team and, ultimately, the financial success of a spa. In order to address this issue, you must remember that your medical spa’s culture begins with you and your vision, along with the planning, coordination and performance of recruitment, training and management.

Mapping out a model

As the spa’s owner or manager, participating in day-to-day operations, as well as knowing your own strengths and weaknesses, will assist you in building your staff. The most successful leaders surround themselves with the best team.

Having a business plan that includes the facility’s size, type of equipment, service menu and hours of operation is crucial when mapping your staffing needs from a logistical standpoint. As a manager, you should be well versed in the regulatory compliance facet of the medical spa industry. Each state has its own medical, nursing and cosmetology boards that identify the procedures and treatments that can be performed by licensed professionals. Log on to www.SkinInc.com/resources/931607.html for the complete contact information of each state’s cosmetology board.

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