PREPARING TEAMS FOR FUTURE INDUSTRY SHIFTS
Written by Limya Kamaldien
When I started pulling material together on “preparing teams for future industry shifts”, Google quickly turned into something like a telephone directory. But instead of phone numbers, it listed endless change-management courses, certificates and consultancy programmes. Some are excellent; many read more like a sales pitch than practical guidance for a busy establishment.
This article is written from the other side of that search: I’ve done the digging so you don’t have to sit through hours of modules just to get a few usable ideas. The five core sources behind this piece give a solid foundation in change management and future skills, from university-level overviews to practical leadership advice. If, after reading, you feel inspired to go further, you can absolutely go back to Google and find more formal courses. There is no shortage of them.
For now, think of this as a shorter, more practical conversation between employers in the Hairdressing, Cosmetology, Beauty and Skincare Industry: what future shifts are coming, why they matter for commission-based, artisan establishments like ours, and how you can prepare your team without turning your life into a change-management course.
A quick refresher before we look ahead
If you have been following EOHCB’s articles and information, you will already know that change management is not a new conversation. We have covered the subject before, so I am not going to take you through another lengthy explanation or give you a textbook definition.
Instead, consider this a quick refresher before we move into the real question behind this article: how do we prepare our teams for the future shifts that are coming to our industry?
At its simplest, change management is about the people side of change: helping Employees understand what is changing, why it is changing, and what it means for them, so that they can adapt and work with the change rather than simply being told to accept it.
For employers in the Hairdressing, Cosmetology, Beauty and Skincare Industry, change is nothing new. New products, techniques, trends, technology, client expectations and compliance requirements have always formed part of the working environment. The difference now is the pace and scale of some of the changes coming our way.
What does future readiness actually mean?
Preparing for the future does not mean trying to predict exactly what the industry will look like five or ten years from now. It means building a team that can respond when things change.
Think about what a “new system” can mean in an establishment. It could be a new booking or point-of-sale system, a different way of managing client information, changes to appointment processes, new retail expectations, or technology that changes how certain tasks are done.
The technology itself may not be the biggest challenge. The bigger question is how your people respond to it.
Do they understand why the change is being introduced? Have they had an opportunity to ask questions? Do they understand how it could affect their work, their clients and, in a commission-based environment, potentially their earnings?
That is where the employer’s role becomes important. Future readiness is not simply about buying new technology. It is about preparing people to work with change.
Artificial Intelligence (AI) is coming into the conversation
One of the biggest future shifts employers are likely to have to think about is AI. The World Economic Forum’s Future of Jobs Report 2025 estimates that 39% of workers’ core skills are expected to change by 2030. The report identifies technological change, economic uncertainty, and other global shifts as major drivers of change.
For our industry, the useful question is not simply, “Will AI replace people?” A more practical question is: which tasks could technology change, and which human skills will become even more important?
AI and other technologies may increasingly assist with routine or administrative tasks. But client-facing work still involves consultation, judgement, communication, creativity, and understanding what a client actually wants.
That means employers need to think beyond the technology itself. If a new tool is introduced, what skills will your Employees need to use it properly? What can they learn from it? And where will their human skills continue to add value?
The future is therefore not only about teaching people how to use new technology. It is also about strengthening the skills that technology cannot simply switch on for them.
Why this matters in a commission-based industry
The Hairdressing, Cosmetology, Beauty and Skincare Industry has its own realities. Many Employees work in skilled, client-facing roles where earnings can be connected to services performed and products sold.
That means a change that looks simple from an employer’s perspective can feel very different to an Employee.
A change in pricing, service menus, working hours, booking systems, retail targets or the way clients are managed can raise very practical questions: How will this affect me? Will I earn less? Will I have to do something differently? Will my clients understand the change?
Employers therefore need to bring their teams along rather than simply announce the change and expect immediate adoption.
This is where leadership matters.
Four practical ways to prepare your team
Start now with the capabilities that take longest to build
Some skills cannot be developed overnight. Critical thinking, emotional intelligence, adaptability, and sound judgement take time to develop. Rather than waiting until a major change arrives, employers can start building these capabilities through everyday coaching and conversations.
Ask Employees how they would handle a difficult client situation. Talk about what could be done differently. Encourage them to think about solutions instead of always waiting for instructions.
These small conversations can help build a team that is more comfortable with change when it eventually arrives.
Use the collective wisdom in your establishment
Your Employees are often closer to the day-to-day client experience than you are.
If you are considering a new booking system, for example, involve the people who will actually use it. Ask what works, what does not, and what problems they think the new system could create.
This does not mean that every suggestion has to be implemented. It means people have an opportunity to contribute to a change that will affect their working day. It can also help you identify practical problems before they become expensive ones.
Move from reactive to predictive
One of the biggest advantages of technology is the ability to see patterns.
Look at your appointment patterns. When are you busiest? When do cancellations or no-shows happen? Which services are repeated? Which products are being sold? Are there quieter periods that could be used differently?
You do not necessarily need an expensive system to start thinking this way. Even simple records can help you identify patterns.
The goal is to stop constantly reacting to what happened yesterday and start asking what the information is telling you about tomorrow.
Coach for adoption, not just training
Training someone once does not necessarily mean they have adopted a new way of working.
If you introduce a new system or process, demonstrate it, allow Employees to practise it, observe what happens, and give feedback.
If someone struggles, find out why. Is the system confusing? Was the training too quick? Do they need more practice?
The same applies to career development. Talk to Employees about where they see themselves going and what skills they would like to develop.
When people can see how a change connects to their own development, it can become less intimidating.
Be realistic about money
There is also no point in pretending that every establishment has an unlimited budget for future-proofing. Many small and medium establishments are already dealing with clients whose disposable income is under pressure, rising costs, and tight margins.
So before investing in the latest technology or sending everyone on an expensive course, ask some practical questions:
Can my clients afford the changes I want to introduce?
Will this technology actually solve a problem, or am I buying it because everyone else is talking about it?
Can my establishment remain profitable if I do not adapt?
What is the smallest change I can make now that could have a meaningful impact?
Future readiness does not always require a major investment. Sometimes it means using a free or low-cost learning resource, changing a process, improving communication, or spending a little more time coaching your team.
Small changes can also be tested before you commit to something bigger.
Try a 90-day approach
If all of this sounds like a lot to take on, do not try to change everything at once. A simple 90-day approach can help.
Weeks 1–2: Choose one area you want to improve and talk to your team about it. What is the problem? What could work better?
Weeks 3–6: Test one or two small changes. Keep track of what happens.
Weeks 7–10: Coach your team, listen to their feedback, and adjust where necessary.
Weeks 11–12: Review the results. Decide whether to continue, scale the change, make adjustments, or try a different experiment.
This approach also gives Employees an opportunity to see that change does not always mean everything being turned upside down overnight.
Looking ahead - the future of the Hairdressing, Cosmetology, Beauty and Skincare Industry will continue to be shaped by technology, economic pressures, changing client expectations, competition and other shifts that employers cannot always control.
What employers can control is how they prepare their people.
You do not have to know exactly what the industry will look like five years from now. You do need to start asking questions about what your establishment, your clients, and your team may need to look like when things change.
And perhaps that is the most useful lesson from all those change-management courses Google served up to me: you do not need to become a change-management expert. You need to become better at helping your people move forward when change arrives.
Start small, keep it practical, involve your team, and keep learning. Preparing for the future does not have to mean changing everything tomorrow. It can simply mean making one small, affordable change today that puts your establishment and your people in a better position for what comes next.
