The recommendations of the EHSQ standard can be subdivided into four groups as can be seen in the following figure:
To 1: "Prerequisites" identify those criteria that are considered requirements for excellent management in general.
To 2: The secret of spa and wellness establishments is that atmospheric and emotional components are crucial requirements for guest satisfaction. Relaxation and well-being are only partly the result of technically measurable features, but rather the result of complex interplay of multisensually influencing factors. There is no other quality management system being capable of assessing this aspect of hidden quality.
To 3: The technical and professional approach plays a role, too, and must be taken seriously. This is about the size and equipment of guest rooms or spa, but also about the professional skills employees have.
To 4: Results are measured in two ways. On the one hand it's about the benefit guests have after the stay such as lowering their stress level, decreasing their weight or increasing the appreciation oftheir body.
On the other hand, positive results of this kind help to influence corporate key figures in a positive way such as the occupation rate, annual revenue, and cost reduction. Traditional standards focus on things that are easy to evaluate because they are countable (number of sinks, size of guest room in square feet).
The EHSQ standard has developed a system in which subjective or emotional facts can also be assessed in a well-founded manner. This is about a methodical combination of documented evidence (opinions of guests from guest surveys), conversations with employees, and observations of the auditors, who bring decades of experience and industry-specific knowledge. Each of the four recommendation groups is divided into two or three subgroups (nine in total):
| Groups of recommendation | Subgroups | Cycle | More detailed description | ||
| A Prerequisitesà |
| Strategy, leadership, responsibility, organizational structure, processes, physical goods, services, marketing, creativity, innovation, leadership, learning and improvement, personnel, quality and risk management, sustainability | |||
↑
↑ |
| 1. Strategic | ↓ |
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| 2. Operative |
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| 3. Comprising |
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B Atmospheric-emotional approach | à |
Personnel and its overwhelming empathy, guests, room atmosphere | ||||
↑ |
| 4. Men | ↓ |
↓ | ||
| 5. Rooms | |||||
C Technical-professionalapproach | ß | Facilities, technical maintenance, building condition, education, qualification and training | ||||
| 6. Facilities | ↓ |
| |||
| 7. Qualification |
| ||||
D Results ß |
|
Wellbeing, health, lifestyle, economic key figures | ||||
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| 8. Guests |
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| ||
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| 9. Company |
|
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The entire system of recommendations is interwoven by two circular flows that represent the continuous process of improvement. The EHSQ quality management system helps you to establish a system of development, assessment, and improvement in all relevant areas for the sake of sustainable success. In addition to these nine groups, each company is asked to present other points in which it pretends to be a role model, i.e. a national or even an international leader in a specific segment of business. This is going to be evaluated separately and is to strengthen the initiative of each company to develop its own areas of excellence.
Author: Prof. Dr. Kai Illing
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