The Future of Venue Management: Why Wellbeing is the New Competitive Edge

Feb 13, 2025Blog


By Joel Edmondson, VMA CEO

 

In the fast-paced, high-pressure world of venue management, the focus has traditionally been on logistics, efficiency, and revenue generation. However, leading researchers in workplace psychology, Kevin Hesketh and Cary Cooper, argue in their book Wellbeing at Work that sustainable success in any industry depends on the mental and physical health of its workforce. As the venue management industry navigates post-pandemic challenges, talent shortages, and evolving audience expectations, prioritising employee wellbeing is no longer a luxury—it’s a strategic necessity.

 

The Cost of Poor Wellbeing in Venue Management
Venue management is an industry that thrives on high-stakes events, tight deadlines, and unpredictable challenges. However, this environment often comes at a cost—burnout, high turnover, and declining job satisfaction. Hesketh and Cooper highlight that organisations that fail to address employee wellbeing face:
    • Increased absenteeism and presenteeism (being physically present but mentally disengaged)
    • Higher staff turnover rates, leading to recruitment and training costs
    • Reduced productivity and performance
    • A decline in innovation and creativity

For venues, where teamwork and operational excellence are essential, these costs can translate into lower service quality and, ultimately, financial losses.

 

A New Paradigm: Wellbeing as a Business Strategy

Hesketh and Cooper propose that wellbeing should not be treated as an afterthought or a perk but as a central business strategy. The most successful organisations integrate wellbeing into their culture, policies, and leadership approaches. For venue managers, this could mean:

 

1. Flexible Work Models – Navigating the ‘haves and have-nots’ of workplace flexibility is a real challenge for venue managers – but that doesn’t mean the subject should be avoided altogether. While live events require on-site presence, exploring hybrid work options for administrative staff can help reduce stress and improve work-life balance. Flexibility means different things to different people, and sometimes just being open to having the discussion is what really matters to staff.


2. Mental Health Support – Offering employee assistance programs (EAPs), mindfulness training, or on-site counselling can provide staff with the tools to manage stress effectively.

3. Workload Management – Encouraging realistic scheduling, adequate breaks, and job rotation can help prevent burnout in high-pressure roles.

4. Leadership Development – Training managers to recognise and support staff wellbeing creates a culture where employees feel valued and heard.

5. Physical Wellbeing Initiatives – Providing healthy food options, ergonomic workspaces, and access to fitness programs can contribute to overall staff health.

 

The Link Between Wellbeing and Performance

The research presented in Wellbeing at Work reinforces that organisations with a strong wellbeing culture outperform their competitors. Employees who feel supported are more engaged, creative, and resilient in the face of challenges. In the venue industry, where customer experience is paramount, happy and healthy staff translate into better service, higher client satisfaction, and stronger brand reputation.

 

The Next Step for the Venue Industry

The VMA has long championed best practices in venue management, and it’s time to expand that focus to include wellbeing. As an industry, we must ask ourselves: How can we create workplaces where staff thrive, not just survive? By adopting a wellbeing-first approach, venue managers can foster a resilient, motivated workforce prepared to tackle the evolving demands of the industry.

 

The conversation around wellbeing in venue management is just beginning, but one thing is clear—investing in your people is the smartest business move you can make.
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