By Adam Birkenstock, LCSW | Program Director, LICADD
Hospitality is hard work. Long hours, high-pressure environments, and the demand to deliver quality guest experiences can take a toll on staff. It’s not uncommon for employees to look for ways to destress, which isn’t all bad – overstressed employees are more likely to burnout, and hospitality has one of the highest turnover rates around. But sometimes staff turn to substance use to manage stress, whether to unwind after a shift or to push through a hard one.
Statistically, hospitality and food service workers report the highest rate of drug use across all industries. Nearly 1 in 5 employees report recent drug use, and more than 1 in 10 report heavy alcohol consumption. These behaviors can lead to decreased performance, safety risks, and increased turnover—all of which directly impacts your bottom line.
Sometimes it isn't immediately obvious when an employee is struggling with their mental health or substance use. Here are some signs to watch out for:
- Out-of-character behavior, like being over-talkative when they are usually reserved
- Frequent lateness or absences
- Becoming withdrawn or isolating from coworkers
- Making mistakes on tasks when they are usually competent
- Sharing feelings of self-doubt, excessive worry, or sadness
The impacts are wide-ranging: employees are absent, miscommunicate with other staff and with guests, and slow the pace of work. Even one mistake can disrupt a shift, impact guest satisfaction, and stress the team. Moreover, when staff see their coworker struggling and bare the stress of their absences, they can start to burn out or leave altogether.
When good employees are struggling, retaining talent is more effective than hiring and training a new person.
So what can hospitality leaders do?
The first step is to provide meaningful, proactive support. Implementing an Employee Assistance Program (EAP) can offer team members access to confidential counseling, substance use support, and mental health resources. These services are discreet, judgment-free, and effective—and just knowing they're available can provide a crucial lifeline for someone in need.
The second step is to foster a culture that acknowledges these challenges. Train your management team to recognize issues and work with HR in approaching these issues using empathy. Normalize open dialogue around wellbeing. People are far more likely to seek help when they feel safe, respected, and supported.
But what if they are reluctant to speak with you, or HR? Our employees' families and loved ones are great messengers and can encourage them to get the support they need at work and for their well-being. Mental health and substance use issues impact the whole family, too. Some EAPs, like Open Arms, offer direct support to family members. Offering, either directly to or through your employee, support to family and loved ones can improve retention and decrease the chance that an issue arises again.
This approach isn’t only about compassion—it’s good business. Healthier, more supported employees perform better, engage more positively with guests, and stay with your company longer. That translates into smoother operations, stronger teams, and better guest experiences.
A high-performing hospitality business starts with a resilient, well-supported workforce. Investing in your people isn’t a luxury—it’s a strategic imperative. Lead with care, and you’ll build a workplace where everyone thrives.
Note: Hospitality owners and managers should consult legal counsel before implementing any of the recommendations outlined in the article.