In 2022, owners learned there’s no going back to B.C. (Before Covid), and have adapted to the new normal, changing protocols and hours to meet the needs of their guests and stylists.

However, even with scheduling flexibility and other job perks, owners are struggling to keep stylists on staff. The past couple of years have taken their toll, and stylists are leaving for other industries or to become independent contractors.

But it doesn’t have to be that way. Laura Dulay, owner of three Salon Dulay locations in Windermere and Orlando, Florida, knows just how valuable her employees are, and uses the following five strategies to retain and grow them in her business.

Source: Salon Dulay

1. Know Your Market

“Cost-of-living expenses have gone up so much that finding the sweet spot with pricing so we’re affordable enough for people to come in, but also paying employees a living wage has been tough,” Dulay says. “To tackle this, my service providers have the opportunity to be promoted to a higher level twice a year if they hit their goals three months in a row.”

After losing several people who left the industry to work corporate jobs, Dulay has also started offering health insurance and a full benefits package.

“All our applicants ask for it, and even if they don’t sign on for the package, they know it’s available, which speaks volumes about our company,” she says.

Dulay makes sure her team is able to log the hours they need as well—regardless of how busy the salon is.

“I know people need a certain minimum of hours to make their living wage,” she says. “So if we’re slow, I keep my team in the salon rather than cut their hours because I know they need them. Shaving off hours here and there doesn’t affect my bottom line much, but it does affect their living wages.”

2. Personal Connection

With 75 employees, establishing personal connections with each is a challenge. Dulay meets quarterly with every team member, where they are invited to share anything—positive or negative.

“The majority of the meeting is positive, and the employee leaves feeling energized and encouraged,” Dulay says. “Even though I have 75 employees, I’m still able to have a personal relationship with each one of them—I know who their kids are, what’s going on in their personal lives, what struggles and challenges they are having and how to address them.

Source: Salon Dulay

“That connection is important, and they know they are free to call, text or email me, and I’ll respond. I’m a present leader in each of my locations.”

In fact, Dulay has chosen not to open a fourth location because she doesn’t want to lose the personal relationship she has with each of her team members.

“I’ve had to learn the importance of this connection over time. I used to come to work, walk straight to my office, get my work done and leave,” she says. “Now I come in, walk the floor and say hello to my team and guests, then go to work. I then come out every hour to chat in the break room or on the floor.”

Dulay says she used to view this kind of socializing as unproductive time, but has found it’s quite the opposite.

Dulay also taps into the relationships her team members have with each other.

“During our one-on-ones, I always ask what they’ve done to help out a fellow team member, or how we should celebrate the team,” she says.

“I also ask them if they have ideas for improving any of the salon’s systems—and there’s always a handful of people who do.”

And when Dulay puts her team’s ideas into action, they notice.

“I’m always listening and implementing their ideas, and give them credit.”

3. Focus On Personal Growth

While technical skills are important, Dulay feels developing her team members as whole people is even more so.

“I recently brought in a Serious Business speaker, Dr. Gigi Dunn, to do a four-part wellness series for my team. They felt it was life-changing, and helped many of them deal with past trauma,” she says.

“I find it’s important to have well-rounded people working for you. If they are having troubles at home—bad relationships, or financial issues—it will spill over to work.  In the end, personal growth education benefits the business with team members who are more balanced.”

Dulay puts a strong focus on her salon leaders’ growth as well with a training program she created based on John Maxwell’s Leadership 101.

“I meet with leaders weekly and do exercises based off of the book,” she says. “We have a discussion and go over challenges.”

The whole program takes about nine months to complete, and Dulay sees a huge amount of growth in the individuals who go through it.

“They have more understanding and compassion for other team members and guests,” she says. “They’re also better at speaking to guests and de-escalating situations.”

Source: Salon Dulay

Provide Daily Support

Dulay created a book for all her managers, complete with daily checklists, including walk-throughs every hour.

“The managers check in with each stylist, seeing if there’s anything they need, if they are running behind or whether they need us to call a client,” Dulay says.

Stylists also get support from the assistants Dulay hires to keep the day running smoothly.

“As a less experienced owner, I used to be stingier with payroll, cutting out support staff when I could,” she says. “Now, I schedule enough people so everyone can have a good work experience. It costs me more in payroll, but having happier team members is worth it. I look at it with a long-term view rather than the short-term savings.”

Give More Responsibility

If an employee is truly disengaged, Dulay lets them go and moves on. But for most, she finds checking in and learning what the person needs leads to positive discussions and retention of the team member.

Dulay also keeps a close eye on her stylists who have been with her for four to seven years. “That’s when they experience the ‘Sophomore slump,’” she says. “They get a little bored, so I dig into their interests and give them more responsibility.”

Whether they are interested in becoming educators, want to help with inventory or join the bridal team, Dulay says new responsibilities re-engage and reinvigorate stylists who are getting complacent.

“There’s so much growth that happens in their first few years here,” she says. “When it drops to a slower rate, it’s important to keep these stylists engaged with intermediate education and new challenges.”

Her conversation with these stylists shifts as well.

“They’ve achieved getting onto the floor and filling their book, so we have to create new goals for the next four to five years in their career.”

The support and investment Dulay makes in her employees have led to the retention of almost all her staff through the past few years. She continues to evolve and adapt to the needs of her team to create a work environment everyone wants to be a part of.