Mental Health in Hospitality: Changing Workplace Culture
What does a healthier hospitality workplace culture look like when mental health is treated as part of everyday leadership rather than an added extra?
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Castro Key Takeaways
- Hospitality needs to move away from a culture where working while unwell is regarded as commitment.
- Employers should look beyond absence itself and understand what may be causing someone to struggle at work.
- Better working environments and stronger people practices can help businesses become employers of choice.
- Clear expectations and well-managed workplace procedures can reduce pressure for employees as well as reassure guests.
- Mental health and wellbeing should be part of everyday organisational culture rather than a separate policy or tick-box exercise.
- Managers need the confidence and structures to have supportive, confidential conversations with employees.
- Managing someone’s return to work carefully can affect whether they remain with the business and potentially within hospitality.
What does a healthier hospitality workplace culture look like when mental health is treated as part of everyday leadership rather than an added extra?
Timothy R Andrews and Sarah Kettel continue their conversation with mindset coach Susan Grandfield and hospitality consultant Dan Grandfield, exploring sick leave stigma, workplace pressure, employer responsibility and the need for more open conversations about wellbeing.
They discuss what managers can do when someone is struggling, why mental health support needs to be built into company culture, and how a carefully managed return to work can influence whether someone stays with an organisation or leaves hospitality altogether.
What we cover
- Why attitudes towards mental health in hospitality were beginning to change
- The culture of working when unwell and the stigma around calling in sick
- How workplace conditions can affect employee wellbeing
- Why looking after people can help businesses become employers of choice
- What managers can do when they notice someone may be struggling
- Why mental health should form part of an organisation’s wider wellbeing strategy
- The importance of confidentiality and a carefully managed return to work
Useful links
- Kelly’s Cause – Talking Hospitality wellbeing partner
- Hospitality Action
- Samaritans
- Susan Grandfield Coaching
- BlueCrags Consulting
Music: Brain Power by Mela, freemusicarchive.org & Pawel Sikorski
Join the Conversation:
Visit us at https://www.talkinghospitality.com/
Frequently Asked Questions
Why does hospitality workplace culture matter for mental health?
The episode argues that attitudes towards sickness, long hours, workplace pressure and how people are treated by managers can all influence employee wellbeing.
Why is presenteeism a problem in hospitality?
Dan Grandfield discusses the long-standing expectation that people should still come to work when unwell and questions whether this culture actually supports either the individual or their team.
How can hospitality employers support better mental health at work?
The conversation highlights open communication, supportive management, confidential conversations and making wellbeing part of the organisation’s everyday structure.
What should managers do when an employee appears to be struggling?
The episode suggests starting with a supportive conversation, understanding how the employee is feeling and knowing what confidential internal or external support is available.
Why is return-to-work support important after mental health absence?
A poorly managed return can make someone feel judged or unsupported. The episode argues that handling the return carefully can influence whether that person stays with the employer or within hospitality.
Where can hospitality workers find mental health support?
Talking Hospitality now works with Kelly’s Cause as its wellbeing partner. https://www.talkinghospitality.com/mental-health-resources/
Sarah Kettel
Talking Hospitality: Welcome to our podcast, Talking Hospitality. I'm Sarah Kettel and this is Timothy R. Andrews.
Timothy R Andrews
Hello.
Sarah Kettel
Talking Hospitality is a podcast looking at issues within hospitality solutions and inspirational stories within the sector. The podcast is shared on all major platforms, iTunes, Google Play, SoundCloud, YouTube and will soon be available on Audible.Episode 5 Changing attitudes towards Mental Health.
Timothy R Andrews
In Hospitality this is the second part of a three part mini series concentrating on mental health within the hospitality industry.
Sarah Kettel
We're all delighted to welcome Susan Grandfield, mindset Coach from www.susangrandfield.com and Dan Grandfield, Hospitality Consultant from BlueCragsonSulting.com
Susan Grandfield
I am a mindset coach which I've been doing for about 15 years or so. Prior to that I worked in the hospitality industry.
Dan Grandfield
I am a hospitality consultant, presently doing life coaching, career coaching, recruitment and project management.
Sarah Kettel
Our industry obviously has reputation for mental health issues. You know, obviously from addictions right through to depression and stress. Those things are changing.You know, I've seen them changing since I've been working in the industry. Do you think now there will be an even bigger push to address some of those issues?
Susan Grandfield
For me, actually, this situation over the last few months in a lot of ways has shone a light on things that were already a problem, but also things that were already starting to change. And I think the attitudes around mental health were already changing and it's like it's almost accelerated the need for that now.I don't think employers can avoid it. I just don't think you can do that now. So I really think there will be a big, a big push. People are more willing to speak out about it as well.I just think the way that we are interacting with people now and just, you know, there's no way that we can go back to how things were in March of this year. We're looking at a new landscape and actually we've got a great opportunity to create a better landscape.We can actually choose to make things better. I think more people are willing to make that change.
Dan Grandfield
Hospitality has to disconnect its relationship with the stiff upper lip and things like calling in sick when you're really not well, being frowned upon, those things that have, you know, even to recently I would go to work not fit for work because of the culture of you don't call in sick, you don't let the team down. Well, you're letting the team down by going in not well, aren't you?And something like COVID 19 as a disease is really not something you should be going to work with. We shouldn't be going to work with influenza either, you know, and we have got.Well, that's the culture I've experienced in the last 25 years, is if people call in sick more often, once or twice, then they're quite often tarred with a. You know, with a label or, you know, you can't. You can't rely on them. You can't. They so.Well, have we actually investigated why they're calling in sick? And we sat down and had a conversation with them. Do they actually enjoy working here? Do they actually enjoy working in hospitality?Are we providing the right environment for them, the tools they have to do the job? Do they work properly?All those things that can cause people mental health problems, but also the need to call in sick because they just can't stand going to work as well as illness. And I think that's one of the most important things, that it's changing slowly, but still has got some big steps to get there.
Sarah Kettel
Yeah, I think that's a really important point, actually. Do you enjoy your job? People have been forced to take three months off and it's like, I want to go back to work. I can't stand this anymore.
Susan Grandfield
I think that has happened.I think, you know, that the pause and the effect it's had on people, and I think for some people, they've realized actually their work is really important to them and those little niggly things actually not such a big deal anymore. So, yeah, I think a lot of people are realizing how important it is to get out.My experience with hospitality is, for a lot of people, it is a vocation, it's almost a calling, where they get their energy from. So, yeah, so I think people do want to get back to work, but they've got that concern of actually, what environment am I going back to?
Timothy R Andrews
I think spotlight will be on employers right now over the next few months. You're already seeing quite quickly in the media reports of employers that are not treating their staff correctly.I think this is actually a good thing because it means that we now need to raise our game in the hospitality industry. If we're not going to do it now, when are we going to do it?
Susan Grandfield
Absolutely.The stereotype of hospitality is, you know, long hours, not great working conditions, you know, a boss that shouts at you, low pay, all of these things. There's an opportunity to change now. And as you say, Tim, if this situation hasn't given us the impetus, then what will?So I think there'll be some employers that really come out on top that people become the employer of choice.And it's the forward thinking organizations that go, we've got an opportunity to get the real, you know, the best in our industry to come and work for us. They'll get that. Absolutely. And it will then shine a light on the ones that aren't interesting to see what happens to them.But it's going to be a very competitive marketplace, I would imagine, for a good while to come, actually getting customers to come in and choose you over someone else. So having great people working for you is going to be a way to get customers in as well, I would think.
Timothy R Andrews
But I think that also ties into the presentation of how you're dealing with the COVID situation as a customer. When I go into a restaurant or a bar or a pub, I look for what they're doing. I look, I can't help myself.It's like, have they got the directions so that we know which way to go in? Have they got somebody meeting and greeting? Are they recording your information? Are there sanitation stations for me, where that was all hidden?That must be at the front because that tells me something about the organization. That tells me they care, that they've given some thought. And they're likely also to be looking after their staff because their staff are all over it.You know, I mean, somebody who's doing it well is dishoom. They're doing really well at the moment. I mean, they're packed out in London continuously. They have a very clear system. You have to book.It's all very regulated. The staff couldn't wait to get back. When you speak to them, they're all delighted pubs. I went to Charles Dickens in St Catherine. Stop London.Everything was so well done. They gave you the rules before you arrived, asked you if you agreed and then took you to your table. Those sort of things you want to go back to.Whereas I've been to another pub. You're not sure which way you're supposed to go. You kind of. The table was dirty when I arrived. I'm not, I'm not never going to go back.So I think that's also where we need to turn things on its head a little bit. Where we might have hidden it before. This is part of the show. Let's make it part of the experience. It kind of normalizes it then.Yeah, I think if it's normal, then that's a standard by which we're judged. Of course. Actually, Sarah and I have talked about this on a previous podcast.Hospitality businesses, most of them are very, very Clean businesses, there's a reason why they've got hygiene ratings. You know, this Covid thing is just an extra little step that we have to take.It's not like suddenly we've got to change every cleaning procedure that we've ever known. It's not. It's an extra bit. So why don't we show how much we care by doing things properly?
Susan Grandfield
Visibly doing that then helps to ease the discomfort and the pressure on employees. So you're doing it for your customers? Yes, but actually by doing that, then, you know, if I'm.If I'm a, you know, an employee and I walk into the organization and it's really clear what customers do and it's really clear what I do, and then I can immediately relax a little bit. And that's. That's the thing. You know, this whole situation has.We've all been on alert, we've all had our threat system raised and it's not gone down for quite a long time.And actually for some people, when it started to go down, you know, actually when we got used to lockdown, it's raised again because we're now in this strange transition period. So the more that people.I think you're right, Tim, that the clarity of what's expected, how we do things, just makes it easier for everyone and means everyone can just relax a bit more.
Dan Grandfield
If we think about hospitality and how it's been for thousands of years is welcoming people, looking after them, making sure they're comfortable. So those are the foundations of it and explaining what it is that you do at the same time.So the best hospitality businesses in the world, whereas a Michelin star restaurant, five star hotel, or welcome you in, explain to you exactly what's going to happen or what might happen, depending on what you choose, all we're doing is that with some additional information. So if you've got a business that's already great at hospitality, surely the transition is going to be smooth.If you don't find this a smooth transition or you're not unable to do this, and perhaps the basis of the hospitality of the organization should be looked at as well.
Timothy R Andrews
I remember when I worked for private members club, we basically were told to think a bit like you're welcoming somebody into your own home. And that's always stayed with me.
Dan Grandfield
Did they have to take the shoes off of the porch as well?
Sarah Kettel
They weren't coming to mind. I'd be like, get your own drink.And so, Dan, from a managerial point of view, if, say, a manager saw that one of their Staff was struggling, where can they turn to? What help can they get? Either for the member of staff or even for themselves, where can they go?
Dan Grandfield
Most large organizations will have some form of helpline for confidential conversations, but of course, the manager, first of all, if they're aware of something and they are adept, they have a good relationship with that member of staff, which they should do, they should be able to have a conversation with them, sit them down and find out how they're feeling.If they're slightly concerned about that, they may be aware of another member of staff that that person is close to and just, you know, a casual inquiry as to is such and such okay. You know, things like that, being aware. Also, if you should go back to the.In hotels, you have health and safety committees where you talk about the environment, you talk about cleanliness, you talk about issues and things like that as well. And mental health should come into the agenda on those.And a proper strategy should be put in place to help those that are encountering stress and wellbeing should form part of the company's structure. It shouldn't be an added extra that we just have in a policy in a folder. It should be living and breathing. There are charities as well.Hospitality Action is very good and has helped members of staff that I've known in the past, kind of pastorally and financially as well, I believe. So there are some good charities out there. A lot of big companies will have those helplines, like an internal Samaritans.But I think it's better if you can create an environment where it's okay to not be okay.And a member of staff will happily or can, for a start, be assured of confidentiality, will be happy to come and speak to whoever it might be about that. And it doesn't get banded around and people don't know about it.And from personal experience, one of the most important things is when everyone does know that someone's off with an issue with mental health, the return to work needs to be managed very carefully. And you need to ensure that everyone's attitude towards that member of staff is good.There's not some suspicion that they're just having, you know, and that has to be done very diplomatically and very carefully. But managing the return can be make or break for that individual about whether they continue to work for that organization or in our industry.
Sarah Kettel
And we've got to have each other's back, haven't we, at the moment as well? I think more than ever, when we turn up to work, we've really just got to be a little bit more aware of everyone else around us.
Susan Grandfield
Thank you both very much for joining us.
Sarah Kettel
Thank you.
Timothy R Andrews
Thank you, thank you.
Susan Grandfield
Bye bye.
Timothy R Andrews
Bye bye.
Sarah Kettel
So if you are struggling with your mental health right now and you do need some help, you can contact Samaritans. You can call them free on 116123.
Timothy R Andrews
You can also call Hospitality Action on 0808-802-0282 and the website is hospitalityaction.orguk Remember.
Sarah Kettel
You are not alone. Thank you for listening. Please share, subscribe and like.We look forward to you joining us in the next episode of Talking Hospitality on available on iTunes, SoundCloud, Google Play and YouTube. Talking Hospitality
Coach / Guide / Facilitator / Sherpa
Susan is a sherpa (not one that guides people through the Himalayas, although she'd love to do that too!), she is a coach who walks alongside people who want to experience life differently.
Susan has always been fascinated with people and understanding why they do what they do. She followed her curiosity into Psychology, then into a career in Learning & Development and on to a pathway of self-employment as a coach. Throughout, she had a continual sense of seeking which led her to explore NLP, Neuroscience, Mindfulness, Buddhism and a variety of spiritual practices such as meditation and qigong which are both now part of her daily life.
What has become very clear to her is that we are all on a journey of discovery (whether we are conscious of that or not) and as such we are constantly seeking to understand how the world works so we can work out how we fit into it. With 25 years of experience working with clients she has recognised that for most of us, most of the time, we are seeking answers “out there” when in fact what we really want to know comes from discovering the wisdom “in here”. It is really a journey of inner development.
And that is where Susan's purpose and intention have evolved from. She is here to support others who find themselves at a point on their lives where they are seeking answers but are finding that the usual sources are not resonating any more. Drawing on the insights and discoveries she made along the way, she is able to show people a pathway to their own inner development and walk alongside the… Read More
Director
Hotel manager with 30 years multi brand experience from new openings to airports and city centres. I have worked with most fo the global brands Hilton, Accor, IHG, Marriott as well as some domestic brands such as Premier Inn & Z Hotels.
Now a director of my own business providing services to the hospitality industry such as interim support, operations consultancy, commercial reviews, coaching and learning and development.
