For those of us in Gen X or Baby Boomers, mental health wasn’t something anyone looked out for in the workplace. When I started in hospitality, working conditions were extreme –
“AFD” meant 16-hour shifts without breaks. And it wasn’t just for Christmas or special occasions; this was daily life.
I began my career before minimum wage existed, so to pay our bills, my boyfriend and I worked 80-hour weeks. We loved the work, the energy of pubs, and fine dining. It seemed romantic and thrilling, and we somehow found time for a social life.
But looking back, was it truly “easier” then? Or is it simply that, as a parent, I’m more concerned about what my kids and employees endure? Though I believed I thrived, I now see how burnout affected my health and well-being.
Yes, many who couldn’t hack it left the industry, but those who stayed? We told ourselves it was because we were “tougher.” But what if we’d had it wrong? What if the new generation, who demand better work conditions and a healthier work-life balance, is simply onto something we missed? After all, they’re the ones now refusing to tolerate environments where long hours, bullying, and unhealthy coping mechanisms were often the norm. Perhaps they have a better sense of what’s right, and it’s that awareness that’s contributing to the industry’s staffing crisis.
This is a crisis we, in many ways, created. COVID and Brexit have intensified the impact, but we fostered the environment. The long hours, the toleration of harassment, the reliance on coping mechanisms like drugs and alcohol—what if all that was wrong?
Wouldn’t it have been better to have had an employer who genuinely cared, one who viewed us as essential to the service rather than expendable? One who saw staff as the heart of the business, the “glue” of a team? Well, fortunately, times have changed. Perhaps it’s the parents in us who want better for the next generation, or maybe it’s a necessity due to fewer people filling roles, but our industry has matured.
The hospitality industry has always excelled at creating “families” and fostering a sense of belonging, for both staff and customers.
But today, we’re also focusing on workplaces that are healthier and more supportive. Yes, if you’re building a high-functioning team, the individuals on that team are indeed your responsibility. While no one is responsible for another’s mental health, as employers, we do have a duty of care to support those who work with us.
In my own career, I was fortunate to discover Strive Employee Wellbeing Service. Strive’s confidential, individualized support offered my team members a safe way to build resilience and confidence. It isn’t always about counseling or pointing them to resources – it’s often about mentoring them to better understand their needs and build the skills to take care of themselves.
It’s remarkable how much of the challenging behavior we see at work can be a call for help. As employers, we’re in a privileged position to make a real difference. And isn’t that, at its heart, what hospitality is truly about?
