Positive change needed to address mental health issues – Richard Mayne, Radisson

Mental health in hospitality

There are many descriptors for Scotland’s hotel and hospitality industry; vibrant, diverse, innovative and a major contributor to Scotland’s economy. We all share a deep passion for service excellence.  Yet, let’s not duck the obvious. It’s also an industry that’s fast-paced and highly demanding of its employees.

Whether a small rural guesthouse or a large boutique hotel answerable to major shareholders, there’s the same pressure to drive profit, curb costs and maximise the quality of guest experience.  Little wonder that across our sector there’s an awareness of more owners and employees alike opening up about mental health concerns.

As hospitality professionals, we know it’s our role to serve.  However, it’s vital that management at all levels is also actively taking steps to protect the mental and physical health of employees. Just look at the facts.

Stark facts

In The Scotsman (March 2019), columnist Stephen Jardine highlighted the results of a ScotHot survey of hundreds of hospitality employees in which 57% of respondents cited mental health problems, including stress and anxiety. 41% of ScotHot’s respondents also referred to a high pressure work environment and split-shifts as contributory factors to poor mental health.

Equally, late last year, The Caterer highlighted survey results by the Unite union of chefs in London. Over 50% referred to overwork being a contributor to symptoms of depression.

Of course, though worrying, such issues aren’t confined to Scotland’s hotel and hospitality sector. Education and the professional services industry are among many that are actively looking for ways to tackle the root causes of poor mental health in the workplace.

Finding solutions

I recognise that for smaller operators with a tight staff rota that it can be extremely hard to offer the likes of chefs a better work-life balance by removing the need for split-shifts and ensuring the employee has two consecutive days off.  But the above statistics clearly show there’s a need to change or at least amend certain working practices.

Lead by example

For the hotels I manage, that’s the goal.  So too is giving staff access to balanced and nutritious meals while also actively encouraging staff to use their breaks to exercise. Embrace the daylight and fresh air with a run or walk outside and if carefully managed, ensure access to the hotels leisure facilities to allow employees to mentally and physically unwind.

I’m a believer in actively rewarding staff for their hard work. Even simple gestures like arranging a fun session at a local cook school can help employees to relax and nurture camaraderie away from their professional roles.

I am also convinced of the merits of management at all levels embracing a leadership approach where the door is always open for staff to talk and seek support on a confidential basis.  Within Radisson Group, staff have access to helpline numbers. They can speak to dedicated mental health professionals about any issues of concern.

Numbers are a solution

I wonder too if those with the power to downwardly revise the likes of NI contributions and punishing local business rates recognise how such financial measures can give many hospitality operators greater breathing space? It would counter rising costs and free up budget to recruit more staff.  More hands alleviate workload pressures and offer more individuals the opportunity to enjoy a rewarding career in Scottish hospitality.

In my opinion, it’s an idea worth further consideration. For as an industry we are as acutely aware of the need to manage the health and wellbeing of our staff as upholding the quality of service expected by our guests.

Article by Richard Mayne is Cluster General Manager for Radisson Collection Hotel Royal Mile Edinburgh and Radisson Blu Edinburgh