Building a Trauma-Informed Workplace in Hospitality: A Manager’s Guide
In the fast-paced world of tourism and hospitality, creating exceptional guest experiences is our bread and butter. But behind every great service interaction and seamless operation lies a complex web of human experiences that managers must navigate with care and understanding.
Our industry presents unique challenges – from irregular schedules and high-stress periods to constant public interaction. We work with team members who may be carrying invisible burdens from their past or current experiences. Many of our team members come from diverse backgrounds, and may have experienced trauma.
This makes understanding trauma-informed practices not just beneficial, but essential for creating a resilient and supportive workplace.
Trauma isn’t limited to catastrophic events. It exists on a spectrum, from ongoing stress and difficult life transitions (“small t” trauma) to profound losses and serious accidents (“big T” trauma). In our daily operations, trauma responses might appear as difficulty concentrating, heightened reactions to criticism, challenges with workplace relationships, or unexpected changes in performance.
Consider this common scenario: A typically reliable server begins making unusual mistakes, becomes withdrawn, and delivers slower service. Rather than immediately implementing a performance improvement plan, a trauma-informed approach involves expressing genuine concern, opening a dialogue about the changes observed, and discussing available support resources.
Successful trauma-informed workplaces are built on five fundamental principles that can be readily adapted to hospitality settings:
Safety comes first – both physical and emotional. This means creating spaces where team members feel secure expressing concerns without fear of retaliation. For example, establish private areas for sensitive conversations and ensure all staff members have clear paths to report concerns.
Trustworthiness forms the foundation of strong teams. Be transparent about expectations, maintain consistent boundaries, and follow through on commitments. If you say you’ll address a concern by next week, make sure you do – or communicate clearly if there’s a delay.
Choice empowers team members and restores a sense of control. Where possible, offer options in scheduling, task allocation, or problem-solving approaches. Something as simple as asking “Would you prefer to work the patio or indoor section today?” can make a significant difference.
Collaboration means working with your team, not just directing them. Involve staff in decision-making processes when possible. For instance, when designing new service procedures, gather input from those who will implement them daily.
Empowerment focuses on recognizing and building upon existing strengths. Notice and acknowledge when team members handle challenging situations well, and create opportunities for skill development and growth.
As managers, we can create a trauma-informed environment through several key practices:
First, build authentic relationships with your team members. Take time during shift briefings or one-on-ones to truly understand their needs and challenges. This investment in relationship-building pays dividends in team loyalty and performance.
Second, incorporate choice and flexibility where possible. This might mean offering various shift patterns or allowing team members to swap stations when feeling overwhelmed. Small choices can significantly impact an employee’s sense of control and well-being.
Third, practice active listening and demonstrate empathy. When team members share concerns, focus on understanding rather than immediately solving. Sometimes, feeling heard is more valuable than receiving advice.
The key to successful implementation lies in making psychological safety as fundamental as physical safety in your workplace. This means:
- Establishing clear communication channels where team members feel safe expressing concerns
- Training supervisors and leads in basic trauma-informed principles
- Modelling healthy boundaries and self-care practices
- Recognizing and celebrating diverse cultural perspectives and experiences
- Creating predictable routines while maintaining flexibility for unexpected situations
- Developing clear protocols for addressing conflicts or challenges
Remember that trauma-informed leadership doesn’t require becoming a therapist. Instead, it’s about creating an environment where team members feel valued, understood, and supported. This means:
- Providing regular opportunities for professional development
- Offering mentorship programs when possible
- Celebrating individual and team successes
- Creating clear paths for career advancement
- Regularly checking in with team members about their goals and challenges
When we implement trauma-informed practices, we often see improved team retention, reduced conflicts, better guest service, and increased operational efficiency. Most importantly, we create workplaces where people want to stay and grow – a crucial advantage in our industry’s competitive labour market.
By embracing these principles, you’re not just being a better manager; you’re contributing to a more compassionate and effective hospitality industry. Start small, stay consistent, and watch as your workplace culture transforms into one where both employees and guests thrive. Remember that building a trauma-informed workplace is a journey, not a destination – each step forward makes a difference in creating a more supportive and successful hospitality environment.
Click here to download the Creating a Trauma-Informed Hospitality Workplace to share with your employees or print off.