I remember the moment I hired my first stylist. It felt like a mix of relief and dread. Relief because I would finally have help with the cleaning and the reception desk. Dread because I had no idea what I was doing legally, and I was terrified of picking someone who would hate the business or leave after a month, taking my precious clients with them.
If you are standing in that same sapce now, looking at the prospect of bringing someone on board, you likely have the same falvour anxiety. You want to do it right, but the rules around employment in the UK can feel dense and kind of overwhelming. Let's break down how to hire salon employees the right way, focusing on what actually matters for a small business.
Getting the legal basics sorted
Before you worry about who sits in which chair, you need to know how they are paid. The biggest confusion I see is between an employee and a self-employed contractor. If you provide the equipment, the products, the clients, and the hours, they are almost certainly an employee. Trying to classify them as self-employed to save on National Insurance or holiday pay is risky and HMRC will not look kindly on it. It doens't matter what your contract says, HMRC has a bunch of tests they run against a particular situation to decide who is self-employed and who is properly on the payroll
If you're chooing the employed route, make sure you have a proper employment contract in place from day one. It does not need to be written by a team of lawyers (check the FSB or NHBF for template contracts which are worth the membership fee alone), but whatever you choose must state the role, the salary, the holiday entitlement, and notice period. Do not skip this step because you feel awkward talking about money or rules early on. Clarity protects both of you.
Who are you actually hiring?
Too many owners hire to fill a gap rather than to serve the business. You might be overwhelmed with waxing appointments and think you need another therapist. But do you need someone who can also front the reception, handle the booking system, and maintain the treatment rooms? Or do you actually need a specialist in advanced skin treatments who can complement your skills?
Write down the role before you advertise it and emasure your recruits against the list - not each other. If nobody ticks the boxes, wait. Let the mrecruitment market refresh and try again later in the year. List the daily tasks that need to be covered. This helps you spot whether you need general support or specific expertise. It also stops you from hiring someone who is brilliant at facials but cannot cover your best waxer if they call in sick.
Screening for fit, not just skill
A CV tells you what qualifications someone holds. It does not tell you if they will get along with your existing team or respect your standards. In a small salon or clinic, personality matters just as much as technique. One person who constantly complains about the cleaning rota can drag down the morale of everyone else. Trust me - I've tolerated a lot of miserable ****s over the years, just becasue they put money in the till!
When you interview, ask practical questions. Ask them how they handle a difficult client. Ask them how they finish at the end of a shift. Listen for accountability. You want someone who sees themselves as part of the business, rather than someone collecting a wage while you run everything else.
The probation period is your safety net
Most employment contracts include a probation period, usually three to six months. This is your chance to see how the person works in real time. Do not assume they are a permanent fit after the first week just because they turned up on time and smiled.
Use this time to observe their work ethic, their punctuality, and how they interact with clients. Have clear performance measures they need to hit during this period. If something feels off, address it early. You can end employment much more easily during probation than after it has ended. It is kinder to both parties to resolve a mismatch quickly rather than waiting months for it to become a major problem.
What to do next
If you are ready to hire but feel stuck on the practicalities, start by reviewing your own systems. If your booking process is chaotic or your treatment protocols are not written down, a new employee will struggle to fit in. Get those basics solid first.
Then, look at how you price your services. Adding staff changes your overheads, so you need to be clear on what each appointment needs to earn to cover wages, products, and rent. If you are unsure where your numbers stand, a mini course like five quick money fixes for salon owners can help you get clarity on the financial side before you make an offer.
Hiring is a step towards working less yourself, but only if you do it with intention. Rushing into it without clear roles or legal protection usually leads to more stress, not less. Take the time to get it right. You can find more thoughts on delegating effectively in my post on how to stop micromanaging your salon staff.
If you are considering bringing in support to help you navigate these business decisions, you might find value in looking at how a business coach can help structure your growth. It is often easier to solve hiring problems when the wider business model is already clear.
I cover more of the operational side of running a steady business on my coaching site, where we look at building systems that allow you to step back without the wheels falling off.
Phil Jackson is a salon business coach and the founder of Build Your Salon. He spent over twenty years running his own salon before moving into coaching, and works with salon owners across the UK and beyond through his programmes Salon Spark, 1:1 Clarity, and the Evil Genius Retreat.
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