By Gillian Dalziel, Learning for Life Programme Manager at Diageo
“It is no secret that hospitality is facing pressures on multiple fronts.
From rising operational costs to cautious consumer spending and shifting regulations, it’s a tough time to be in the trade.
But despite all these challenges, one issue continues to cast a long shadow over the sector – the mental health crisis among our workforce. It isn’t new, but it is deepening.
Hospitality Action’s recent Taking the Temperature report confirms what many of us already know; burnout, long and unsociable hours, and financial stress are driving talent away.
Too often, mental health support arrives only when someone is already in crisis.
Despite growing awareness, the response across much of the industry remains reactive. We offer support when people are already struggling, rather than equipping them to thrive from day one. That needs to change.
Coming from a hospitality background, I understand just how rewarding the sector can be, but also how tough it is when you feel overwhelmed, unsupported or isolated.
I’ve also seen the difference it makes when someone enters a workplace with their eyes open and their confidence intact.
This is where pre-employment training can play a powerful role. When people are given more than just technical skills, they also gain confidence, structure, and a sense of purpose.
In short, they are far better equipped to manage the demands of the job.
Programmes like Diageo’s Learning for Life (delivered by Springboard) are designed to build that kind of foundation.
Through wraparound support, mentoring and inclusive training, we help people prepare for life in the workplace not just on paper, but emotionally and socially too.
These aren’t ‘nice-to-haves’ – they’re essentials, particularly when people are transitioning from unemployment, facing financial stress, or struggling with their mental health.
Crucially, we’ve seen participants come to us with confidence levels they rate as ‘three out of ten’ and within weeks, they feel like an eight.
That kind of transformation matters. It helps people navigate the pressure, pace and unpredictability of the hospitality environment. More importantly, it gives them the tools to stay and thrive in the industry.
To create meaningful change, this support needs to continue once people are in work.
Thankfully, many employers are leading the way. Hilton’s Thrive platform, Greene King’s 24/7 wellbeing support, RBH Hospitality Management’s Platinum Mental Health Charter, and Leonardo Hotels’ mental health partnerships all show what’s possible when wellbeing is embedded in workplace culture.
Still, challenges remain. Even when support is in place, uptake can be low.
Sometimes it’s because trainees are already accessing help through existing services or programmes. But more often than not, people may not yet recognise they need support.
That’s particularly true in a sector where pushing through is still seen as part of the culture.
This is where we have a genuine opportunity to make progress together. Mental health support should feel as natural in hospitality as it does in other professional sectors — embedded in the culture, easy to access, and free from stigma.
When it’s proactive, visible, and part of everyday working life, people are more likely to seek help early, well before challenges reach a crisis point.
Scotland and the UK have made progress. Attitudes toward depression in the workplace have improved, but there are warning signs too.
The latest national Attitudes to Mental Illness survey, published by Mind charity late last year, shows a decline in public willingness to live with or near someone experiencing mental health issues. These levels have slipped back to where they were a decade ago.
This context matters. It shows why early intervention, community, and compassionate leadership are so important. If we want to retain talent and reduce burnout, we need to reframe how we think about mental health.
It’s not about lowering standards or wrapping people in cotton wool. It’s about raising expectations of what a good employer, and a good working culture, really looks like.
It also means encouraging people entering hospitality to be discerning. Does this employer invest in its team? Is there mental health support on offer? Does the culture feel inclusive and fair?
These aren’t luxury considerations. They’re central to whether someone builds a career or burns out.
If we’re serious about building a stronger, more sustainable industry, we need to treat wellbeing as a proactive investment, not a last-minute fix.
Together, we can create the conditions for people to thrive from day one. For me, that’s exactly what Learning for Life is about, helping people step into hospitality ready not just to work, but to truly flourish.”
