Hospitality is an industry built on human warmth and kindness. However, behind the smiles and impeccable service lies a reality that's often anything but relaxing. The Taking the Temperature 2025 report, published by Hospitality Action, reveals a sector under immense strain, but also one that's slowly learning to talk about it.

In the latest episode of the Check Into The Future podcast, Jane Pendlebury sits down with Mark Lewis, CEO of Hospitality Action, to unpack the report's findings and explore how technology, empathy, and better leadership could redefine workplace wellbeing.

A Wake-Up Call for Hospitality

Mark Lewis recalls the day in 2018 that set everything in motion: two heartbreaking phone calls, hours apart, from leading chefs dealing with a suicide in their team. That tragedy led to a pivotal realization: too many people in hospitality were reaching a breaking point, and too few felt able to talk about it.

That moment became the catalyst for the Taking the Temperature series — a longitudinal look at the mental health of the UK's hospitality workforce. Since then, it's evolved into a respected barometer for how the industry's people are really feeling, and the 2025 edition paints a complex picture.

Understaffed and Overstretched

This year's top workplace challenge, cited by 57% of respondents, is understaffing, up 21% from last year. Fewer people are doing more work, and that's taking a heavy toll. The root causes are clear: post-pandemic recovery, cost-of-living pressures, wage hikes, and the constant balancing act of business survival.

As Mark puts it, "Operators are having to work harder and longer to stay in business...what we're seeing is a close correlation between working conditions and mental wellbeing."

The effects are both personal and systemic. Staff are burning out, sleep is suffering, and anxiety is creeping in. Worse, the report found 47% of hospitality workers, and 62% of junior staff, now view burnout as part of the job. "That normalization of exhaustion is unacceptable," Mark says. "We can't build the future of hospitality on a culture that expects people to be unhappy at work."

The Technology Lifeline

Technology comes to the rescue — not as a replacement for people, but as a way to protect them. The goal isn't just improving goal experiences but also creating operational efficiencies for staff. And that's where smart tech is already making a difference.

Mark points out, "Tech is an enabler. It allows us to work smarter." From automated check-ins that cut queue stress to AI-driven scheduling tools that balance shifts and prevent overwork, technology can help redistribute workload, streamline communication, and eliminate some of the everyday friction that wears employees down.

Think of it as choreographing a better dance between people and processes. A smoother guest journey means fewer angry customers and fewer frazzled receptionists. Smarter scheduling means the right number of hands on deck during peak times, rather than an endless cycle of last-minute scrambles. When implemented thoughtfully, this kind of technology doesn't just reduce stress; it frees people up to do what they love: delivering genuine hospitality.

Talking About Mental Health Without Fear

The good news? 78% of respondents now feel more comfortable discussing mental health than they did five years ago. That's a remarkable shift, and it's a credit to the growing awareness across the industry. But there's a shadow side to that progress: 63% still fear that speaking up could ruin their career.

"Ideally, you’d have a culture where people feel empowered to talk to their manager and say, ‘I’m struggling.’ But that’s not always the case."

Confidentiality concerns often hold employees back. One practical solution is external Employee Assistance Programs (EAPs), like the one run by Hospitality Action, which give staff access to trained clinicians outside the company. "Sometimes, pointing people to a third party helps. They know they’re talking to someone with no skin in the game."

Training Managers to Be Human

The report also highlights another critical need: better management training. Employees overwhelmingly said they want managers who are equipped to handle wellbeing conversations, but many managers were promoted for their technical or operational skills, not their empathy.

"People become managers not because they’re empathetic, but because they’re good at doing a job."

His solution? Support the supporters. Managers need guidance, not just expectations. Hospitality Action provides resources that help managers navigate difficult situations, because, as Mark reminds us, "This is sometimes clinically difficult stuff. They need someone who can say, We’ve got your back."

Final Thoughts

Hospitality is at a crossroads. With burnout normalized and understaffing rising, the industry must decide whether to keep running on adrenaline or to evolve toward human sustainability. The Taking the Temperature 2025 report is both a warning and a roadmap. And as this conversation shows, the path forward is clear: better tech, better training, and above all, better care.

Mark’s Background

Mark Lewis is the CEO of Hospitality Action, a leading charity dedicated to supporting individuals in the hospitality industry during times of crisis. With vast experience in the hospitality sector, he has transformed the organization's approach to mental health support and employee well-being through initiatives like the "Taking the Temperature" annual research report, which began in 2018. Under his leadership, Hospitality Action has developed critical incident training, employee assistance programs, and innovative support services, including welfare benefits advocacy and digital GP services.

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