Staffing For The Season

by Wendy Craft

The interviewing process can go more smoothly if a tanning salon owner knows when extra employees will be needed. Finding the right employees can be as easy as placing help-wanted signage around the salon and in the newspaper, and networking through existing staff and clientele.

If a salon is computerized, a manager can determine how many sessions are done in a day, when the busiest times are and then hire extra help for those times, says Megan Metz, owner of Sun Studios in Bellevue and Kirkland, Wash. If more senior staff will be on duty, a salon owner would not have to hire as many seasonal employees, she adds.

Gauging the availability of current staff can help when discussing the holidays with candidates. Henry Turner, owner of Premiere Tans in Jonesboro, Ark., suggests establishing what percentage of staff may not be available during breaks and holidays. If a salon is located in a college town, for example, an owner can wind up empty-handed at spring break, Thanksgiving and Christmas if workers live out of town, he says.

Finding good workers may be as simple as consulting with current salon staff.

“Your best employees are really the best recruiting source that you can have,” says Greg Washington, customer service supervisor at Remedy Intelligent Staffing. Using the employee-referral process can bring in talent that is similar or better than current staff, he adds. Candidates who also are customers can alleviate any initial awkwardness. “You have instant rapport with the clientele and it makes the relationship more natural,” he says.

Employees who have a personal connection with clientele are more apt to stay on track, since there is more accountability with people who are familiar, Metz says. “If they are customers, you can check their past history to see if they’ve no-showed for appointments, or been late showing up.”

To attract new help, Metz places ads around the salon that include the job description, expected pay and job duration. Customers who have friends or relatives looking for jobs could take them a flier, she says.

An ideal candidate has the right availability and previous work experience. Other indicators come from the interview; how a person conducts himself or herself usually is a good indication of how he or she will perform on the job. Any job incentives also should be made clear to candidates up front.

Washington recommends seeking an employee who is immediately impressive; this includes but also goes beyond appearance. A salon manager can infer a lot about candidates just by how they present themselves. “It’s the vibe you get the moment they walk in the door, or shake your hand,” he says.

When Turner needs to hire bed attendants, he looks for someone who is dependable and friendly; if he needs to fill a sales position, he wants a person who is energetic and can sell himself or herself.

Brian Gauny, vice president of Merit Resource Group, suggests a candidate possess four key characteristics: strength of character, integrity, work ethic and customer focus. He cautions against hiring someone because he or she is likeable during the interview.

“If a team player is what you’re looking for, gain insight into their flexibility,” says Jodi Zirbel, Manpower spokesperson. When looking for somebody who is dependable and reliable, the small signs make the difference, she says. For instance, was the candidate on time for the interview, and did he or she smile often and exhibit eagerness?

Behavioral-type questions also may provide an understanding of how a person will fit into a position. “Ask the candidate to describe a difficult situation with a customer,” Gauny says. Have follow-up questions to ask what he or she did, and how the situation was resolved.

Washington recommends seeking out a good skill set in a new candidate and finding a person who has transferable skills so he or she can grow within the position or into another capacity.

A person with a great personality can grow into a sales position, Metz says. “If they’re outgoing, they have the confidence already to be a salesperson.”

Past work experience can help salon managers make decisions during the hiring process. According to Metz, people who have had prior jobs understand work ethic, and always have been on staff at her salon longer than people with no prior experience. A person who previously worked in the fast-food business, for example, may have compatible qualifications for a tanning salon.

Turner also recommends that a salon owner should be clear when explaining the job details during the interview. “A lot of their job is repetitious and involves standing on a hard floor,” he says. “Someone who has been a secretary may not realize how hard it is to be on your feet for four or five hours.”

Candidates should be made aware during the interview of any incentives he or she can be eligible for. “When you’re presenting an opportunity, you want to present the whole package,” Washington says.

Gauny proposes presenting an outline of any incentive-based programs. Clarity always is a good thing; document the plan and how it will be administered, he says.

After the interview process is over, it is generally a good idea to present new hires with a list of duties about the position, which can remove the guesswork about job expectations. This is especially important when staffs are larger during the season. Setting goals also can be an effective motivational tool for everyone on staff.

“When you have written guidelines or responsibilities, it gives the employee a roadmap to attain those goals,” Washington says.

Written policies and duties also serve as a communication tool and set up the opportunity for appropriate training, Gauny adds. “Having clarity around what the expectations are will establish accountability and provide the basis for evaluating the individual’s performance.”

Zirbel believes that written standards establish consistency and lead to the fair and equal treatment of all employees.

A happy worker can be a more productive asset to a tanning salon, and employee incentives can build teamwork among staff.

Employees who work for Metz can make bonuses if they score high on a monthly secret-shopper examination, or earn a performance-bonus review every month if they meet their minimum dollar-per-customer goal. During the peak season, if the salon as a whole has reached a goal, she may invite room attendants out to dinner with the staff. She says she compensates her employees well; by giving many benefits and extras, they give back more as workers.

Merit-based pay increases are one of the more common employee incentives, Zirbel says. She suggests very structured performance reviews that occur at very consistent times because anything less than that wouldn’t be fair to employees. Rewards programs are a great way to generate enthusiasm, but they must have the employees’ interests in mind. Every employee is different, and gifts should reflect that, she says.

A tanning salon owner also should be mindful of verbal recognition. “Employees are oftentimes very content simply hearing that they did a good job,” Zirbel says. “Having a hard-to-please boss tell you ‘Well done’ is sometimes even better than a monetary award.”

Networking with clientele and current staff can produce ideal candidates for hire leading into the busy season. A salon owner can ask behavioral-type questions to gain insight on prospective employees. Written job outlines and clear-cut definitions of goals and requirements are practical ways to boost staff communication and performance. Providing incentives can motivate workers and in turn reward a salon owner with increased business.