Employee well-being programs are increasingly recognised as essential to any business, and most companies will have something in place to support the physical and mental wellness of their teams. Emotional wellness, however, is often considered a personal matter and as a result not explicitly discussed. Unfortunately, this can leave a large gap when it comes to managing overall workplace well-being. Emotional labour is both a significant expectation in hospitality and potentially a significant drain on our physical and mental health.
The concept of emotional labour will be familiar to anyone who works in the industry, even if you haven’t heard the term before. It refers to the process of managing, regulating or suppressing one's emotions in a social or professional setting to meet specific emotional or relational expectations. In other words, it’s the fake smile we give a colleague, the cheerful attitude we project on a bad day, the assurance we give an angry guest that we understand (even when we really, really don’t).
Emotional labour is prevalent when interpersonal interactions are a significant part of the job, and a little is certainly expected. However, when individuals must consistently mask their true emotions over an extended period it can be mentally and emotionally taxing, leading to burnout and stress. If you are wondering if emotional labour is something experienced by yourself or your team, consider whether you are displaying emotions that are not necessarily genuine or natural, but which are expected or required by the situation or role you are in. This can include:
Surface Acting
Employees might display certain emotions on the surface, such as smiling or appearing cheerful, even if they do not genuinely feel that way. This is often seen in service industries where workers are expected to provide a pleasant experience for customers. Though we all do this from time to time – no one amongst us can honestly say we’ve never faked a smile or a laugh – frequent surface acting can have a detrimental effect.
Deep Acting
In this case, individuals try to genuinely feel the required emotions by changing their inner emotional state. They attempt to align their inner emotions with the expected emotional display. For example, you might try to genuinely feel empathy and concern for a guest, even when you know their complaint is untrue or irrational.
Suppressing Emotions
Sometimes, emotional labour involves concealing or suppressing your true emotions, especially when those emotions could be considered unprofessional or inappropriate for the situation. Anyone in customer service will come up against this at some point; leaders will be familiar with also needing to suppress emotions when working with their teams or when dealing with senior management and owners.
The Risks of Emotional Labour
We know that the above are prevalent in hospitality; they are simply a part of making guests feel welcome no matter what else might be going on. This means we need to know how to manage emotional labour, just as we do the physical hazards of the job. To do this, we need to understand the risks and challenges involved.
Emotional Exhaustion
Continuously expressing positive emotions, even when one does not genuinely feel them, can be emotionally draining. We all have this once in a while, but when experienced frequently this emotional exhaustion can negatively impact an employee's overall well-being and lead to burnout over time.
Increased Stress
The pressure to maintain a friendly and accommodating demeanour, especially in high-stress situations or when dealing with difficult customers, can increase stress levels among hospitality workers. Chronic stress can lead to various physical and mental health issues.
Negative Impact on Mental Health
Mental health relates to the way we process information and experiences, whereas emotional wellness revolves around the way we express our emotions based on these experiences. The suppression of negative emotions and the constant requirement to project positivity can create a disconnect which has detrimental effects on mental health. It may contribute to feelings of anxiety, depression or emotional instability.
Impact on Physical Health
The chronic stress associated with emotional labour can lead to physical health issues, such as increased risk of cardiovascular problems, compromised immune function and sleep disturbances.
Strained Interpersonal Relationships
Employees in the hospitality industry may find it challenging to separate their work emotions from their personal lives. This can lead to strained relationships with family and friends as they continue to manage their emotions even outside of work, or take out their frustrations on others.
Decreased Job Satisfaction
When employees are required to consistently manage their emotions and put on a facade, it can lead to decreased job satisfaction. Feeling inauthentic at work can erode an individual's sense of fulfilment and motivation.
Reduced Employee Engagement
When employees are constantly managing their emotions and don't feel supported in their efforts, they may become disengaged from their work, leading to decreased productivity and lower-quality service.
Workplace Conflict
Unresolved emotional labour challenges can lead to conflicts between employees and managers or among team members. This can create a tense work environment and hinder teamwork and collaboration.
High Turnover Rates
The hospitality industry often experiences high turnover rates, partly due to the emotional demands of the job. Employees who find it difficult to cope with emotional labour may leave their positions in search of less emotionally taxing work.
Decreased Customer Satisfaction
If employees are unable to manage their emotional labour effectively, it can lead to subpar customer interactions, potentially resulting in decreased customer satisfaction and loyalty.
How to Mitigate Risk – and Better Support our Teams
Once you know the risks, and the signs to look out for, you can consider the best ways to implement support for emotional labour into your employee well-being program. If you aren’t sure where to start, here are some strategies and tips.
Setting Realistic Expectations
Clarify the emotional expectations for the job. Be honest about the emotional labour required and ensure that it aligns with the employee's capabilities and comfort level. Avoid unrealistic or excessive emotional demands; while handling complaints may be expected, for example, employees should never have to put up with abusive behaviour.
Training and Education
Provide employees with training on emotional intelligence, empathy, and effective communication. Help them understand the concept of emotional labour and how it applies to their roles, as well as more about their own emotions and triggers. Training and self-awareness can equip employees with the skills to manage their emotions more effectively.
Promote Self-Care
Encourage employees to practice self-care techniques, such as mindfulness, meditation, exercise and seeking counselling or therapy when needed. These strategies can help them manage stress and emotional challenges, and leaders encouraging – and following – such practices can help remove any stigma around them.
Provide Supportive Supervision
Managers and supervisors should be understanding and empathetic toward employees facing emotional labour challenges. Offer regular check-ins and opportunities for employees to discuss their feelings and experiences. This should happen at all levels; reaching a senior role does not mean that we are suddenly immune to the emotional stresses of the job, even if by then we are hopefully better equipped to deal with them. Peer support can also be a valuable resource for managing emotional labour.
Feedback and Recognition
Provide constructive feedback and recognition for employees' emotional labour efforts. Recognise and appreciate their ability to handle emotionally challenging situations effectively. This can be especially important if there is something causing increased emotional labour; an ongoing construction project, for example, may cause heightened stress level due to frequent complaints.
Rotate Duties and Schedules
Consider rotating employees through different roles or tasks that may have varying emotional demands. This can prevent burnout associated with constantly performing the same emotional labour. Similarly, if the Sunday morning shift is always more difficult, try to ensure that this is rotated amongst the team. And if you can, giving an extra day or even a few additional hours off after a particularly stressful stretch can go a long way.
Clear Boundaries
Help employees establish clear boundaries between work and personal life. Encourage them to "switch off" from work-related emotions when they are off duty. This can be particularly important in hotels, where the operation is 24/7 and management is often expected to be on call at all times. Employees should be encouraged to take their annual days off as well, as time away from work has been shown as one of the key ways to reduce symptoms or risk of burnout.
Emotional Release
Create safe spaces for employees to vent and release their emotions, whether through group discussions, one-on-one sessions, or employee assistance programs. This can help prevent emotional bottling up, which can turn into an overall culture of negativity if unchecked. Having a rant in the staff room or at afterwork drinks is pretty standard, but it can be more productive sometimes in supportive sessions.
Emphasize Organizational Culture
Develop an organizational culture that values empathy, emotional intelligence and employee well-being. Leaders should set the example by demonstrating emotional intelligence in their interactions. It is important as well to continuously assess the emotional labour requirements of each role and make necessary adjustments to reduce unnecessary emotional burden.
Seek Employee Input
Involve employees in discussions about how emotional labour can be better managed within the organization. Their insights can lead to more effective strategies. Part of this may include implementing effective conflict resolution processes to address interpersonal conflicts that may arise from emotional labour challenges.
Conclusion
Managing emotional labour effectively is essential to ensure the well-being and productivity of employees who engage in it. Remember that this is an ongoing process, and it requires a collaborative effort between employees and employers. Creating a supportive and empathetic work environment can go a long way in helping employees navigate the challenges of emotional labour while maintaining their well-being, and in turn you should see improvements in both staff engagement and turn over.
Remember, too, that the impacts of emotional labour are not only seen in those on the front line. Anyone who feels that they cannot honestly or safely express their emotions, whether with a guest or in the boardroom, is at risk; any program put in place should include structures and support for team members at every level.