Whatever the challenges to business, you should always put your people first

Hospitality is a people industry, where culture and wellbeing go hand in hand. The intent and commitment to support our people needs to be consistently there from us as individuals, in our teams, from our leaders and business owners and through our industry bodies. Ensuring people are happy, supported and engaged and in the best shape, both physically and mentally, is vital.

My own personal journey over the last few years, combined with hindsight, has most definitely allowed me to pinpoint when I was or wasn't looking after myself or being looked after in and out of work. Looking back, I have personally thrived and felt my best in companies where I have been encouraged to be the best version of myself, in environments that were inclusive and collaborative, in spaces where I felt I belonged.

Hindsight is a wonderful thing I know, but given the pandemic has thrown a huge spotlight on the importance of culture and wellbeing, we must make the most of this unique opportunity to go back to basics and start truly looking after people.

Hold owners and leaders to account and always follow up – don't give up on challenging and implementing change

We all have a responsibility, and the opportunity, to put people front and centre, particularly now in the most challenging of times. In recent years I have spoken to people about the engagement of their teams and for many it can feel overwhelming at times, but the secret is to keep it simple and to do what you can.

Some top-line thoughts to get you going:

• Question your intent around culture and wellbeing. As a leader or business owner, what is your purpose, what is your aim?
• Ask yourself: "If I asked my team what they thought about working here, what would they say?"
• Listen to and involve everyone, no matter what level they work at. All views are valuable.
• Involve your people/HR team at an exec level – I am always surprised to hear this is not the case in all companies.
• Consider implementing a shadow board, which is a group of non-executive employees who work with the executive board and challenge leaders to consider new perspectives and insights.
• Hold owners and leaders to account and always follow up – don't give up on challenging and implementing change.
• Avoid adopting a ‘one size fits all' approach. Do what you can for your teams and groups, but understand what individual team members are looking for and flex if you are able to. Some will be financially motivated, others will look for reward and recognition, some just need time away.
• Avoid labelling initiatives with the words ‘culture' or ‘wellbeing', or limiting them to single moments. "Wellbeing Wednesday" is a prime example of this. Why label it? Why Wednesday only? All approaches should be holistic, not momentary.
• Try not to disregard initiatives or changes at first glance. The four-day week is a great example of this – not practical for everyone – but as companies begin to explore it more are finding it works for them.
• Have solid support in place – Hospitality Action's Employee Assistance Programme is a great place to start as a system designed to be accessible for all.
• Start small if you need to – think short, medium and long term. This is an ongoing process
• Most of all, do what you can for your people, and start as soon as possible. There has never been a more important time.

And don't forget there is still time to support Walk for Wellbeing to support Hospitality Action.

Craig Prentice is the founder and director of hospitality talent partner mum and Walk for Wellbeing, which supports the work of Hospitality Action