Though one long shift won’t cause serious burnout for Hotel Managers and staff, the long-term buildup of stressors and environmental factors will.

Working in a Hotel is hard. You have to be a product and service expert, be infinitely empathetic and stay smiling; whilst a lot of the time, it feels pretty thankless. (carry on reading or watch the video)

All these factors can combine to cause mental health problems. We start feeling cynical, disengaged, overwhelmed and even depressed as a side effect of overworking in a Hotel.

The long hours typical of Hotels seem to provide the most fertile ground for burnout, but it can happen anywhere in Hospitality. Though one long shift won’t cause serious burnout for your staff, the long-term buildup of stressors and environmental factors will. It’s a cumulative effect.

Acknowledging the importance of avoiding burnout is the first step toward making a healthier Hotel Team. The next step is taking action to proactively prevent Hotel Worker burnout from happening in the first place.

Allow flexibility Hotel Workers are responsible for the customers they serve and generally want to provide a consistent experience for them, so there will always be some limits to how much wiggle room you can have in terms of workflows. But that doesn’t mean there can’t be any flexibility at all for your team.

Set clear expectations It’s very difficult to know if you’re doing a good job when you don’t have any specific metrics or goals set. And without measuring progress, it’s also hard to see clearly what they’ve completed and feel any sense of accomplishment at the end of the day.

Empower your team Empowerment is a big factor in employee burnout, as most Hoteliers who are at risk for burnout don’t feel like they’re empowered in their positions. And by the same token, the vast majority of Hoteliers who aren’t at risk, do feel they’re empowered.

Give regular feedback Coaching and feedback sessions can show your investment in each Hotelier as an individual. Prompt useful answers even from those who have trouble finding something to say in one-on-ones.

Facilitate social interaction Connections with others within the Hotel reduces feelings of isolation and loneliness and also adds to increased happiness at work. Happier employees mean a more positive environment, which leads to higher productivity. When your team connects, everyone wins.

Acknowledge Hoteliers’ work It is good to know when you’re doing a good job. We’ve had two other points on this list also related to work performance, so that’s your clue as to how important this issue is.

One study has shown 75% of those surveyed said a thank-you or compliment on their work increased their confidence in their work. 50% of those surveyed said being recognized for doing a good job improved their relationship with their Hotel Manager and increased their level of trust with Hotel leadership.

Encourage time away Time off is a tricky thing. Your employees may not feel they can take time off or feel like they’re letting down the team even if they have lots of vacation time saved up. Time off relieves stress for your employees and can actually increase their creativity. Be sure that you’re explicitly clear that your team has your full support to take time off when they need it.

Allow side projects Having projects that are outside a persons’ normal day-to-day activities can be invigorating. Side projects allow your employees the opportunity to be creative and use a different part of their brain. Obviously, the Hotel work has to come first, but you should encourage team members to pursue side projects to further develop the skills they’re interested in.

Feeling overwhelmed and burnt out can happen to anyone in a Hotel. There isn’t a foolproof way to prevent it from happening 100% of the time, but the suggestions above are a great starting point. And even just showing the team that you’re putting out effort toward this end is itself a win. All these issues help keep your team fresh and productive. If you treat your team right, everyone will reap the rewards.

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