How a Renewed Focus on Core Values Improved the Massage Heights Franchise Culture

With new CEO Susan Boresow on board, Massage Heights conducted an employee engagement survey (in conjunction with a franchisee satisfaction survey) with FBR to establish a baseline employee satisfaction benchmark in May 2021.

What They Did

When they received the data, the entire executive team reviewed it together and planned a day-long retreat. It concluded with a social event to share the results with staff. For many, the event was the first time staff had all been together since the pandemic started, including some new hires who had never met the entire team in person. The day’s agenda focused on values. They went through each question as a group, encouraging open discussion. Participation was phenomenal, some employees were emotional, and everyone was forthcoming.

Susan shared some of the initiatives that had already been put into motion, including a retirement program and a flex return to office policy. The staff then formed breakout groups to discuss the survey results in more detail and came back together to present what they had identified as priorities. 

The result? Susan said she could physically see the shift in body language during the discussion. Employees were open and honest. There was a level of trust established and a refocus on core values that allowed the team to express changes they felt would improve the Massage Heights franchise culture. 

What Changed

The leadership team listened to the feedback from staff and implemented a number of small and large changes to support employee well-being and positive culture: 

Creation of a Staff Culture Team

The Culture Team is in charge of creating a fun and inviting environment. They organize community fundraisers, celebrate work anniversaries and birthdays, plan happy hours, and even a prize system. 

Revamp team meetings

Team meetings are held monthly. They review goals and responsibilities and provide status updates. Each person gets one slide and gives a 20 second update on wins from the past week and goals for the coming week.

Structured one-on-ones

Previously, there had been no structure to one-on-one check-ins. Going forward there are established performance reviews, monthly coaching, and personal plans for each team member. 

Revisit the onboarding process for new employees

Onboarding videos and employee handbook are being reviewed and updated.     

Prioritize health and wellness

Employees are given a $75 monthly stipend for self care. It does not have to be for gym membership; it is flexible to include anything that benefits physical or mental wellness. 

Relaxed dress code

Implementing a casual dress code was one of the smallest changes but resulted in the most excitement. 

New office space

The team will be moving to a new location. As part of the move, one room in the new space will be allocated for employees and the Culture Team will decide how they want to use it.  

Start measuring your franchise culture today to learn where you can positively impact employee engagement and wellness. Book a demo to see FBR’s data in action.

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The Franchisor’s Guide to Employee Wellness

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