Modern Salon - June 2008 - (Page 56)

ASK THE EXPERTS Maggie Mulhern asks three pros about staff retention, opening your ﬁrst salon and stress relief. “How can I keep my hairdressers?” In his 38 years as a salon owner, Richard Calcasola, founder and owner of the Maximus Spa/Salons on New York’s Long Island, has built a reputation for one of the lowest employee turnover rates in the industry. He has one staffer, Thomas Pecora, who has been with him 36 years. “We are very proud,” he says of his more than 200 employees, many of whom top the 15-year seniority mark. The first key, he says, is his compensation policy, which definitely goes against the salon standard. “We are not a commission-based salon; we are salary-based,” he notes. “I believe that salary-based compensation helps put stability in the personal lives of our employees.” Calcasola says that knowing what you earn week to week, month to month, is tremendously helpful in managing your finances. The salon’s reputation also plays a role in employee retention, he says. “Employees want to be part of a company with high standards, a company they can be proud of and one that enjoys an ethical reputation.” To assure that employees grow, Calcasola takes responsibility for each one’s career path. He learns who wants to get involved in education, who is interested in leadership or management, who wants to develop their creativity through photo shoots, television programs and hair shows. “Providing a link or opportunity in any of these areas helps take our employees beyond the chair,” he says. Education is Calcasola’s most important ingredient for personal growth. “Educating people prevents mediocrity, boredom and becoming stagnant. I try to Take on responsibility for staffers’ expose and share with my employees all of careers, says Richard Calcasola. my own experiences—what books to read, what museums to visit, what galleries to go to, what music to listen to, all this is part of personal transformation, leading to their creative growth. “To see people reach their goals and strive for a better quality of life both personally and professionally is satisfying for the employee and the owner.” Finally, says Calcasola, communication must be constant. “Acknowledging their good deeds, their accomplishments and their determination is critical in building self-esteem and confidence,” he says. “Having honest dialogue by department or individually is critical in establishing trust.” Conflicts will occur, he says, and the best solution is open and fair dialogue with the intention of finding some resolution. “Our retention validates consistency in our conflict resolution,” he notes. Retention is his own measure of success, says Calcasola. “It has always been very clear that I cannot be successful without a successful staff.” “What does a new salon need to succeed?” Peter Coppola, who has owned 30 successful salons in his career, with the latest in Boca Raton, Florida, and has started his own self-named product line, says being a great stylist, colorist or technician is not enough. “There are a few key areas to focus on when opening your first salon.” The first, he says, is the old real estate maxim of “location, location, location.” “Find a location with excellent visibility and a good traffic pattern— Peter Coppola on new especially important for salons. a first-time salon owner who may not yet have a long-standing client base,” says Coppola. “Make sure there is ample parking near the salon. Clients expect convenience and don’t want to walk blocks on a rainy day after getting the hair done.” Next, get the right staff, for your clients and for you. “Surround yourself with individuals who inspire you, are open to new ideas and are team players,” he says, “very smart and talented individuals who know more about the business than you do.” On the financial side, Coppola recommends starting out with enough capital to not only run the salon but also to invest in advertising, marketing and business-building activities for at least a year. Choose your partners deliberately, he advises. “Look for manufacturers and brands that provide ongoing, top-notch support, education and training for you and your staff. Take advantage of the programs offered.” Coppola says that a salon owner has to have three “Ds” to succeed in today’s market: “A strong Desire to go into business; utmost Dedication to your profession; and the Discipline needed.” The personal rewards of owning a salon are outstanding, he says. “After all these years, I still wake up every morning and can’t wait to get to work!” continued on 58 56 JUNE 2008 www.modernsalon.com http://www.modernsalon.com

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Modern Salon - June 2008 Contents Behind the Cover Notebook @Modernsalon.com Contributors New-Now-Next Modern Portfolio Modern Reports Ask the Experts Color 911 Skin Care Special: In the Jar Toolbox A Night Out... Layered Color Modern Update Personal Style

Modern Salon - June 2008

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