Hospitality sector must do more to improve wellbeing of the workforce
Poor mental health among employees impacts both individuals and businesses, says Penny Brown
WHILE the importance of staff wellbeing is a sector-agnostic issue, there is also no denying it has been felt especially acutely in hospitality.
Worryingly, a recent survey of hospitality employees found that 84% of the sector’s workforce have struggled with their mental health over the past year, with staffing shortages and the Covid-19 pandemic fanning the flames of a preexisting issue. In order to reverse this concerning trend, it’s important for employers to set aside time to address their employees’ mental wellbeing and cultivate a company culture that leaves no worker feeling overwhelmed or isolated.
Poor mental health amongst staff has repercussions for both individuals and businesses, with 45% of the UK workforce saying that mental health problems have hindered their productivity levels.
To develop a culture that not only fosters wellbeing amongst workers but also promotes the firm’s own commercial success, it is time mental wellbeing played a key role in every employer’s business model.
High-pressure environments and unsociable hours can make hospitality a straining sector to work in. Tempting as it is to cite Covid-19 as a turning-point for staff welfare in the industry, research shows that even pre-pandemic, one in five hospitality workers suffered from work-related mental health issues.
Exacerbated by soaring staff vacancies as a result of a Brexit-induced exodus of hospitality workers, employees are exposed to longer working hours and increased workloads. Earlier this year, 45% of UK employers said that staff shortages had forced them to increase the length of workers’ shifts.
With a more intense workplace environment and less time spent away from it, hospitality staff face a twin offensive of pressurising circumstances, straining their mental health, and curtailing the time they have for self-care.
During these challenging times, establishments must look to take the pressure off their workers whenever possible. At Burgh Island Hotel, for instance, we recently acquired a local care home which we intend to transform into some of the best staffing accommodation in the UK, complete with large gardens, sea views and an abundance of relaxation space. After a hard day of serving guests, our incredible workforce will be able to put their feet up and recuperate.
Those suffering from mental health issues struggle through the workday at a cost to productivity, costing UK employers up to £45 billion a year.
Staff retention levels also suffer, with many of those whose mental health has been affected by working conditions seeking alternative employment. Indeed, 54% of those workers who take two or more mental-health absences subsequently leave their jobs.
Likewise, in a 2021 survey of UK employees, 30% of respondents said that they changed roles as a result of work-related mental health issues. At a point when the staffing crisis is costing our wellbeing dearly, this
consequent drop in employee retention rates makes for a vicious cycle amongst remaining workers.
At Burgh Island, we have found that the solution lies in providing employees with a clear pathway that shows them their hard work will not go unrewarded. We utilise succession planning measures that prioritise skill development, ensuring staff have room to grow within their role. With recent research showing that upskilling can produce an upswing in mental wellbeing, creating a rewarding environment can make a challenging one far more bearable.
The UK government has made some progress towards improving employee mental health. In Autumn 2021, the Department for Business, Energy, and Industrial Strategy published a consultation on flexible working practices in the UK. Included in the proposals was the right to flexible working – a change that would undoubtedly increase the overall welfare of the workforce, with 34% of employees saying that more flexible work patterns would improve their mental health. However, with none of these proposals having been acted upon, employers should look beyond government regulation and make their own efforts in fostering positive mental health.
Along with signposting independent resources such as counselling services, employers can implement practices in their own businesses to protect and promote the welfare of their workers. Practices can range from improving working conditions to the provision of mental health first aid training to staff members, which 59% of hospitality workers say their workplace does not offer. By working with organisations such as Hospitality Action, which offers a helpline service and counselling sessions to hospitality staff, hotels can provide any employee struggling with mental health a dedicated route to accessing support.
However, such services are often reliant on a workforce that feels comfortable enough to share their worries and concerns. According to a recent study, for 58% of employees, this isn’t the case. However, hospitality can change that by fostering a culture of togetherness.
For instance, during the height of the pandemic, Burgh Island gave its staff the run of the hotel while we waited out the lockdown. This brought us all closer together and made us feel comfortable airing our stresses and struggles inside of the hotel and out of it.
To improve the mental health of the hospitality workforce, the sector must search for ways to champion wellbeing from the roots up, by changing the narrative and, where possible, the nature of hospitality work. Through emphasis on rewarding the hard work that comes with a career in hospitality, providing employees the time and space to relax and recover, and offering appropriate services and support, we can create a culture that truly boosts the wellbeing of our workforce.
Of course, there is no exact formula for helping employees suffering from poor mental health. To work towards improvement, the best approach is an adaptability of approach. Resources like first aid training and helplines can and should be used, but so should the basic principles of compassion: employers must be ready to listen to individuals, without judgement and without presumption.