Wellness: Move Over. Welcome Permah!
By Laszlo Puczko
Hotels with strong wellness provisions tend to perform better. Wellness tourists spend more. Hotels are increasingly recognising the value of wellness as a key differentiator in the hospitality industry. How frequently have you encountered such statements in recent years?
In the industry, there are two extreme understandings of wellnessification and wellness-washing. And the struggle of moving wellness forward (see ELLE’s article! ).
Wellnessification is the term used to describe the approach of infusing every aspect of service delivery or product use with a wellness orientation. Wellnessification assumes that every aspect of a service delivery or a product use may have element(s) that can be further wellnessified. Theoretically most services or products should aim at the betterment of their users’ being or life.
The term ’wellness-washing’ was coined by HTWWLife in 2014 (!) to describe a phenomenon that has become increasingly apparent in recent years. The term ’wellness’ is used in preference to products, practices or services, claiming wellness-contributing nature and quality of the latter.
It is evident that most hotels can be positioned along a continuum ranging from wellnessification to wellness washing. While the efforts made to orientate the hospitality sector towards a more wellness-oriented model have been commendable, the overall situation has remained largely unchanged. It is evident that the process of incorporating wellness elements into hotel offerings would present significant challenges for most hotel brands and independent hotels alike, due to the associated costs, time demands, and complexity. Updating architecture or initial guest flows is a complex process. It is important to note that practices which disguise themselves under the wellness umbrella can have a negative effect on the business of those companies which adopt wellness-oriented approach as intended.
In the current business climate, the concepts of well-being, longevity and healthspan are gaining prominence replacing the role of wellness. It is inevitable that these concepts will undergo the ’…nification’ process soon.
There is a concept that can offer a solution to hotels and hoteliers looking for a sounder foundation to their offering. An alternative option to consider is PERMAH .
Is it Either Or?
Well-being is a broad, holistic concept referring to the overall quality of a person’s life. It encompasses physical, mental, emotional, social and even spiritual health. It has both subjective and objective attributes. It may be measured in terms of self-reported happiness or defined by quantifiable factors, such as health or income. It is important to note that well-being and wellness are not synonyms. Well-being is an established academic field supported by a long list of scientific studies. It is defined as the state of being or feeling, achieved by connections with family or community. It emphasises the importance of self-contentment and a reduction in stress, with the goal of making the most of life. It covers a range of topics, from general well-being to spirituality. Whereas the term wellness became a label to ‘things’, to products people can buy with the promise of becoming more well should they take or use those products.
Well-being is comprised of seven or eight domains (depending on the source), including the following aspects:
- Physical health
- Mental health
- Life satisfaction
- Relationships and social networks
- Intellectual aspects, purpose and meaning
- Economic security
In essence, well-being represents the overarching objective, i.e. the state of thriving or flourishing.
In comparison, PERMAH is a specific psychological model developed by Martin Seligman (with "H" later added by others) that describes the building blocks of well-being from a positive psychology perspective. It is an acronym for six key elements:
1. P – Positive Emotion: It is important to experience positive emotions such as joy, gratitude and hope.
2. E – Engagement: The term "flow" refers to a state of deep involvement and absorption in an activity.
3. R – Relationships: The establishment of meaningful, supportive and positive relationships with others is of paramount importance.
4. M – Meaning: A sense of purpose and involvement in something greater than oneself are both important elements in a positive work environment.
5. A – Accomplishment: The pursuit and achievement of goals has been shown to have a positive effect on self-esteem and personal satisfaction.
6. H – Health: Maintaining physical well-being is of paramount importance. This encompasses key elements such as exercise, adequate sleep, and proper nutrition, all of which support overall well-being.
Whilst the term ’well-being’ is often used to refer to an outcome or state, the PERMAH framework defines a more specific concept. You may consider wellbeing to be the ultimate goal, with PERMAH representing one possible route to achieve it, particularly from a psychological and strengths-based standpoint. PERMAH provides a comprehensive framework for understanding the elements that contribute to well-being. Its primary objective is to enhance existing strengths and positive attributes, rather than solely addressing issues and shortcomings.
These differences are of crucial importance. Hospitality providers can certainly contribute to their guests’ well-being. They can offer tools, services and provisions that may be part of the guest’s everyday practice in the quest for well-being. By offering a more focused service, we can introduce aspects and services that are not yet part of our guests’ well-being practices. These educational and inviting aspects appear to be appealing to hotels that are opening and investing in onsite longevity provisions.
The PERMAH model, when applied to the hospitality industry, especially hotels, offers a different and potentially more structured way to enhance guest experiences, improve employee and guest well-being, and create thriving service cultures. The PERMAH application demonstrates that well-being-improving offers are not confined to spa, gym or wellness centre facilities.
The potential applications range from simple ideas to complex and expensive provisions. It should be noted that many of the following examples may not appear to be particularly revolutionary or novel. Absolutely! The term ’hospitality’ originates from the Latin ’hospes’, which originally denoted the act of caring for or looking after strangers. Hoteliers apply this ancient message daily.
The ability of a hotel to create and convey certain messages aimed at any of the PERMAH outcomes is naturally dependent on brand, location and standards. Some of the following examples are very simple and used extensively. However, others are intending to indicate the potential other directions.
P as Positive Emotions
The objective is to foster a sense of joy, comfort and delight among guests and staff alike. Potential simple applications in hotels are:
- Guests: A warm welcome, personalised touches (e.g. welcome notes, favourite snacks) and aesthetically pleasing environments. Noticing that the guest was due to travel overnight, and that this would involve significant jet lag. The reception team (please note that this is not the spa reception!) therefore recommends a jetlag soothing welcome drink or a rejuvenating scented tissue to be provided while waiting for the room to become available. Have you mapped your guests’ emotional journey yet? Touchpoints may be self-explanatory.
- Staff: A positive workplace culture is highly desirable, particularly within the often fast-paced and demanding hotel sector. It is important to recognise the positive impact of gratitude rituals, recognition programmes and celebrating achievements, both large and small, in a collaborative environment with guests.
E is Engagement
The objective is to facilitate engagement and absorption in meaningful activities. In the business world, it is logical to observe one of the fundamental concepts of positive psychology, i.e. the concept of ’flow’ as described by Csikszentmihályi .
- Guests: Designing immersive experiences, including cooking classes, cultural tours and curated wellness programmes. The key to success is to offer a range of options for engagement at different levels, from accidental to dedicated. It is important to note that offering only one type of engagement may appear to be limited or even forced.
- Staff: Ideally, roles should be matched to employees’ strengths, while also encouraging autonomy and mastery. Employees should take ownership of their roles, and company culture should foster this sense of responsibility. For example, a concierge who is passionate about local cuisine can provide recommendations or even act as a guide, escorting guests on bespoke culinary journeys.
R as Relationships
The objective is to establish robust, genuine human connections. This is not a new goal, but in an era of rented personnel, robots replacing staff or self-administered check in and check out relationships have become much more difficult to nurture.
- Guests: This should be the absolute foundation of hospitality, i.e. foster a sense of connection through genuine hospitality, e.g. by remembering names, preferences, and personal stories. High-end properties have been engaging in this practice for some time. Guests to have their rooms and provisions pre-set prior to their arrival. This can include scents, in-room exercise equipment and ’dry’ juices in the minibar. Cultivating relationships with loyal guests is a straightforward process. It is more complicated to create one with first-time guests. Connection is a personalised track list that has been created from the hotel’s music selection. And the preferred pillow. With cherry stones.
- Staff: The concept of a relationship is not independent of that of engagement. It is evident that team cohesion has been enhanced through the implementation of regular check-ins, peer recognition, and social events. Granting permission to speak to the GM directly. And getting in the lift with the GM to start with.
M as Meaning
The goal is to establish a sense of purpose that extends beyond the realm of transactional service. Guests have been shown to prefer outcomes that are direct, outcomes that demonstrate a genuine purpose, and outcomes that are the result of conscious decision-making. Initiatives such as ESG, CRM and other community wellbeing or regenerative programmes are not intended to be mere showcases.
- Guests: The hotel’s active involvement in purposeful actions and activities serves to reinforce the confidence of guests in their decisions. At the same time, supporting local community development, sustainability initiatives, or cultural preservation and conservation by purchasing a product or service made/provided by a local contributes to various well-being domains. The key issue is the credibility of the action and the interpretation of its meaning and involvement in its creation. It is imperative that guests are able to relate to each other on both a personal and mental level. Seasonal herbal infusions, meticulously crafted to align with the ebb and flow of the local natural flora, have the potential to offer a multifaceted experience that is both flavourful and restorative. This approach not only caters to the changing seasons but also supports the local economy, fostering a sense of community and sustainability.
- Staff: The PERMAH concept is frequently employed in the context of workplace well-being initiatives. It is more straightforward for employees to own their roles if those roles have a clear sense of purpose. It is vital that both superiors and guests confirm and appreciate this meaning. In relation to the aforementioned points, it is also pertinent to consider the way employees’ work contributes to the well-being of guests and the broader mission of the hotel. One effective strategy is for a hotel to implement social impact programmes and to share these with both guests and employees.
A as Accomplishment
The goal is to facilitate progress, achievement, and recognition. The ’accomplishment’ component of PERMAH is equally relevant to both guests and employees. Demonstrating the results or outcomes of any project provides tangible evidence of success and fosters a sense of fulfilment.
- Guests: The hotel will implement a strategy of result-based outcomes from goal-oriented experiences, such as fitness milestones, result-driven wellness retreats, or skill-based workshops. For Generation Z, the immediate outcomes of wellness activities are of particular importance. They are pleased to participate in wellness activities, but it is essential for them to observe and comprehend the outcomes and implications of their actions. Evidence-based wellness is the optimal approach for them. Other segments also appreciate the recognition of the results, either by tracking progress or via personal feedback.
- Staff: It is an obvious choice for any HR specialist that creating pathways for professional development, regular feedback, and recognition programs is most appreciated by employees.
H as Health
The goal is to prioritise physical and mental well-being. This is likely the most direct link between wellness and PERMAH. It is important to note that health is regarded holistically. The key to success in this regard lies in offering a range of alternatives and options, unless the hotel is a health or wellness-focused establishment. In such cases, the health orientation is fundamental to the offer, and it is this that determines every aspect.
- Guests: The provision of healthy food options has become standard, as has the provision of sleep-enhancing in-room amenities. It is evident that spas and wellness programmes are highly relevant to the ’Health’ component. And so is air quality, meditative podcasts and music, 24/7 fitness spaces, etc.
- Staff: The well-being of staff is of paramount importance. This is particularly relevant during challenging periods when the hospitality industry has lost its reputation as an attractive employer. Hotels are increasingly focusing on their employees’ well-being, with a particular emphasis on achieving a healthy work-life harmony (not balance!). This commitment, despite the challenges posed by a constantly changing business environment, is reflected in the provision of mental health support, the introduction of more ergonomic workspaces, and the offering of healthy meal options.
The PERMAH model presents an alternative to hotels that are concerned about the saturation of the ’wellness’ market. In a strategic context, the adapted application of the PERMAH model can assist hotels in the following ways:
- Guest Experience Design: Crafting memorable stays that cater to emotional and psychological well-being involving every department from leisure and recreation through F&B to banqueting.
- Employee Engagement: The PERMAH model can guide management in creating thriving team culture, employee loyalty, and can reduce turnover.
- Brand Differentiation: Hotels that apply well-being in a holistic way can stand out in a crowded market in almost every segment not only in the wellness travel market, but also for example in lifestyle, luxury, and eco-conscious segments.
The application of the PERMAH model does not automatically transform a hotel into a wellness establishment. Nor should it. What it does, however, it micro-doses wellness-improving and boosting moments, activities and options. It integrates the model’s components at the core of hotel operations. Both guests and employees are offered access to the alternatives that have been designed to support their well-being. Guests depart in a more positive frame of mind, and staff members experience enhanced well-being, both in the immediate and the longer term.
Would the adaptation and implementation of the hotel/brand-specific PERMAH model be the task of a W-suite? I should very much think so.
Mr. Puczko
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