hospitality action taking the temperature: what the findings mean for employers.

The latest Hospitality ActionTaking the Temperature survey is one of the most useful indicators of how people in our industry are feeling, and the state of their wellbeing in the workplace. As such it’s impossible for employers to ignore. 

Having spent more than twenty years working with hospitality people, both in operations and recruitment, and as a Patron of Hospitality Action, I read this year’s findings with cautious optimism. There’s progress, but the pressure on people is evident, and employers can and must do more. 

better balance, but not yet level.

It’s encouraging to see more people reporting a healthier relationship with their work. 67% now feel they have a good work‑life balance, compared with 59% last year. That’s a meaningful change and suggests employers are making improvements in how they structure roles, shifts and expectations. 

But employers shouldn’t assume this means the issue is resolved. A rise in balance doesn’t automatically mean people feel well. It simply means they’re finding it slightly easier to manage the demands of the job. The wider data makes that point clear. 

the emotional load of hospitality.

The survey shows that three‑quarters of respondents have experienced a mental health challenge, and over half say their work in hospitality contributed to it. This is a clear reminder that the emotional labour of hospitality remains heavy. 

The pace, pressure and customer‑facing nature of the work are not new, but the cumulative impact is becoming harder for people to absorb. Supporting wellbeing isn’t just about offering support when someone is struggling; it’s about designing environments that don’t routinely push people to that point.  

Prevention, as much as cure, means reviewing role expectations, reducing unnecessary pressure points, and ensuring teams aren’t consistently operating at full stretch. 

culture is improving, but confidence is not.

Two‑thirds of respondents say their employer encourages conversations about mental health, which is a fantastic improvement on where the industry was even a few years ago. 

But 62% still worry that speaking up could affect their career progression. 

So, there is clear work to do around culture, and improving psychological safety. A culture is not defined by what leaders say, it’s defined by what people feel safe doing.  

This lack of confidence often stems from inconsistency: some managers handle wellbeing conversations well, others avoid them, and some unintentionally reinforce stigma. Until employers close this gap, transparency around wellbeing will remain fragile. 

managers are carrying more than their share.

The Taking the Temperature survey highlights the fact that managers are struggling. 

Across the workforce, four in ten hospitality professionals say they’ve been asked to support a colleague experiencing a mental health issue. And for managers, that rises to 61%. 

And managers aren’t always supporting from a place of stability themselves. 65% of managers who experienced a mental health challenge say their work was a trigger, and they were significantly more likely to cite high workloads, rising expectations and working beyond contracted hours. 

This is a strategic issue. When managers are stretched thin, the entire workforce support system becomes precarious. Stress cascades, and those who are already struggling are not best placed to support others in the same position. 

Wellbeing cannot be delegated to managers without equipping them properly. 

training and tools are missing.

Almost half of respondents (47%) say they want more training for managers to help them recognise and respond to wellbeing concerns. This is one of the most actionable findings in the survey. 

Managers care deeply and they want to support their teams. But willingness isn’t the same as capability. Many simply don’t know how to spot early signs of strain, how to approach sensitive conversations, or how to signpost support appropriately. 

Employers who invest in proper wellbeing training that builds confidence as well as awareness will see the benefits in retention, team stability and leadership effectiveness.  

why wellbeing drives business performance.

The business case for a focus on wellbeing in the workplace is evident in the Taking the Temperature survey, and it’s backed up elsewhere too. 

Research from Great Place To Work shows that organisations with strong wellbeing cultures outperform others across multiple measures. Employees in psychologically healthy environments are six times more likely to stay, five times more likely to advocate for their employer, and deliver significantly higher levels of innovation and collaboration.  

These wellbeing focused cultures generate double the productivity, and employees adapt to change more quickly, with 80% responding effectively to disruption compared with 60% in typical workplaces.  

And Hospitality Action reports that for every £1 invested in an Employee Assistance Programme, employers see an average return of £8, driven by reduced absenteeism, improved productivity and better retention. Businesses with wellbeing initiatives report 25–30% reductions in short‑term sick leave, and significantly lower attrition rates; a critical advantage in a sector where turnover is persistently high.  

Further studies show that wellbeing programmes reduce absenteeism and presenteeism, improve decision‑making under pressure, and increase engagement, all essential in a fast‑paced, guest‑focused environment.  

Wellbeing isn’t a cost centre. It’s a performance driver. 

what employers should do next .

• strengthen work‑life balance: review schedules, reduce unnecessary overtime, and ensure recovery time. 

• reduce structural pressure points: assess workload peaks, role design and customer‑driven demands. 

• build psychological safety: ensure people see they can speak up without fearing career consequences. 

• support managers properly: reduce excessive workloads and set realistic expectations. 

• invest in wellbeing training: equip managers to recognise, discuss and respond to wellbeing concerns. 

• model consistency across leadership: ensure behaviours match the organisation’s stated values. 

• embed wellbeing into business strategy: treat wellbeing as a driver of performance, not an HR initiative. 

how hospitality action can help.

In addition to their 24 hour helpline and grants, Hospitality Action directly supports everyday wellbeing in the workplace through the provision of their EAP, and through their wide range of training course available to employers and employees. These include Mental Health First Aid, Mental Health Awareness, Bullying and Harassment Awareness, Stress Awareness and Resilience, Drug & Alcohol Awareness, Financial Wellbeing and Suicide Awareness. 

Download the Taking the Temperature Report today.

Connect with Hospitality Action to find out how they can support your business.