Cultivating a ‘Well’ Workforce

In August 2021, Forbes wrote that “the future of work is employee well-being.”

Forbes noted that nurturing employee well-being is critical to developing workplace resilience, which was imperative as we rebounded from the COVID-19 pandemic.?

Now, as we come out of the pandemic fog, managers are hesitant to increase dues to support higher wages in a tough labor market even though it is well documented that 30 percent of the hospitality workforce left the industry in 2020.?

We are in a supply and demand conundrum in the labor market, and it is compounded by employees’ desire to have not just a job but a “well workplace” culture. I find myself referring to a saying I often used after the 2008 recession: It’s time to let DAN go!?

Who is DAN? DAN is an acronym that means:?

Denial of the current situation. Lost workers, higher wages, expectations of flexible scheduling and a company that cares about its workforce and promotes company values as a recruitment tool. Wages have increased 25-40 percent over pre-pandemic levels, and while we may disagree with the amounts, they are being paid by others in our community, setting a new labor wage standard.

Arrogance. “When I was a teenager, I would’ve been happy to have this job! If they don’t want the schedule we have to offer, then they can go somewhere else.” It’s time to adapt our needs as much as we can to what employees are willing and able to do.

Nostalgic thinking. “I remember when people wanted to work 50 hours a week to get ahead in life! I don’t understand this new generation.” The pandemic changed the expectations of work-life balance to a better work-life relationship.

Yes, it is time to let DAN go and develop a well workplace culture and devote substantial time, attention, and resources to your human capital plan – as much as you would to your strategic plan. Communicate your human capital values and strategic initiatives to the membership for total buy-in – top to bottom, side to side, arm in arm.?

Focus on these wellness pillars to create your “well workforce.” Doing so will promote productivity, lower turnover, and positively impact your bottom line.

? Purpose – Purpose anchors companies in a set of values, and employees increasingly want to work for a company whose values match their own. Use your purpose and values as a recruiting and retention tool.

? Career – The pandemic led a growing number of workers to reevaluate their career goals. Being motivated to achieve goals and liking what we do gives life meaning. Promote growth opportunities and learning programs.

? Social – Having meaningful friendships in both personal and work life is one of the key predictors of long-term happiness. Clubs can offer and encourage supportive relationships in our employees’ lives through employee activities and events and by teaching managers how to improve their emotional intelligence.?

? Financial – Recent studies tell us that financial stress is the No. 1 stressor of our employees, especially with rising costs against a stagnant paycheck. Seek ways to help employees better manage their economic life to reduce stress and increase job security, thereby lowering turnover.

? Community – Everyone would prefer to enjoy where they work, feel safe, and have pride in their work community. Employer sponsorship of community programs is an excellent way to engage and retain employees.

? Physical – Physical wellness embodies many aspects, including exercise, sleep, overall lifestyle, and food choices. We should want our employees to have good health and enough energy to get things done daily. Take a close look at how physical and mental breaks are promoted or discouraged, and then do a quick audit of your employee meal program with a view toward health and wellness.

? Emotional – Even before COVID-19, supporting employee mental health was becoming a greater priority for many clubs. Employee emotional well-being has a profound effect on both employee and organizational effectiveness. A recent Gallup poll found that 70 percent of employee engagement and job satisfaction comes directly from their interactions with their manager. Recognize that leaders must lead with empathy, flexibility, and an openness to what works best for individuals and teams. If you aren’t confident your managers have these emotional intelligence skills, help them to develop the skills they need to impact your team positively.

Yes, investing in your employees takes money, time and effort, but it’s worth it. ?BR

Whitney Reid Pennell , president of RCS Hospitality Group , is a celebrated management consultant, educator, and speaker. RCS specializes in strategic planning, operations consulting, food and beverage management, executive recruitment, and training programs. RCS has been recognized 12 times with BoardRoom Excellence in Achievement Awards, including staff training five times. RCS continues to offer innovative solutions through RCSUniversity.com, an online virtual training portal for employees and managers. For more information, phone (623) 322-0773; or visit the RCS website at www.consultingRCS.com.?