In part 1, we laid out what drives talent shortage. Now let’s discuss what can be done to address the problems? In the Talent Shortage Survey, Manpower Group shared the 4Bs Model.
Build: Investing in learning and development to grow your talent pipeline.
They are investing time and money in education for both hard and soft skills to keep up with the rapid changes in consumer’s expectations and behaviour. Some examples are regular training, creative projects, joining industry communities, taking part in industry competitions, and attending trade shows.
Buy: Going to the external market to find the best talent that cannot be built in-house.
Being a talented hairstylist doesn’t naturally make you the right business person. To sustain and grow your business, other essential skill sets are necessary. Even if you are a super all-rounder, you do not want to risk spreading yourself too thin. It is impossible to perform to your best standard if you are wearing too many hats and naturally not sustainable for your health.
Small salon owners are usually the face of your business, and most clients come in requesting your expertise in hairstyling. So you have to decide if you want to focus on cutting hair or running the business. Of course, you can be the final decision maker for many things, but you do not want to be doing Operations, HR, Marketing, etc…. all at the same time.
Borrow: Cultivating communities of talent outside the organization to complement existing skills.
Borrowing talent on a project-based or part-time workers basics. 87% of all workers are open to NextGen work – part-time, contingent, contract, freelance, or temporary.
A common sight in our industry is a freelance hairstylist. If your salon is an all-in-one beauty space, you can consider working with freelance manicurist or a make-up artist to reduce fixed cost. If your salon does not have these services available, it might be something worth considering?
Other parts of the business that can be outsourced on project-based includes- Business development, marketing, training.
Bridge: Helping people to move on and up to new roles inside or outside the organization.
As Leaders, career prospects and advancement are critical conversations to have with employees. Helping them to optimize the skills they have to adapt to the fast-changing demands and for moving up within the organization. Where moving up to new roles within the organization is not an option, employers need to treat people with respect and dignity and help them to transition smoothly, applying their skills to new roles beyond the company.
From my experience and interactions with colleagues from the industry, this sort of support rarely happens. I considered myself lucky, during the first eight years of my career with Kimarie hairdressing, I was given such an opportunity. Rising through the ranks from a fresh graduate (I also graduated in Kimarie hairdressing school) to my last three years with them as a partner franchising one of the branches in the CBD district.
If you are a hair salon owner, I hope this part 1 and 2 series offered something valuable for you to take away.