No one wants to be the bearer of bad news. We have enough of that going around today. But as a business leader in the hospitality industry, you need to know that not only is it very difficult to find good employees, but the ones you have may be resigning. According to a October 2021 US Department of Labor statistics, almost 7% of workers in the US food service and lodging industry quit their job in August, outpacing the 2.9% rate for the rest of the economy. To put it simple, hospitality employees are resigning at record pace.

People Are Leaving

In other words, a record 892,000 accommodation and food-services workers quit their jobs. But it’s not just the hospitality industry taking a hit. Phillip Kane in his Inc. Magazine piece, The Great Resignation is Here, and It’s Real, found that a survey of over 30,000 workers conducted by Microsoft found that 41% are considering quitting. That number jumps to 54% when Gen Z is considered alone. According to Gallup, 48% of employees are actively searching for new opportunities. Additionally, Persio reported that 38% of those they surveyed planned to make a change or resign in the next six months According to Joblist, “While hospitality workers who reported being very satisfied prior to the pandemic are more likely to still be employed in the industry, they are frequently less satisfied with their jobs than they used to be.”

According to those surveyed, 45% of hospitality workers who have remained in the industry report lower job satisfaction now than before the pandemic. Only 9% report higher job satisfaction. Such extreme levels of employee dissatisfaction will likely lead to a wave of resignations in the near future. Joblist study uncovered that 58% of all current hospitality workers say that they’re planning to resign from their jobs before the end of 2021.

The Cost of Turnover

The cost of turnover for any business is expensive. A study on employee turnover conducted by Cornell University’s School of Hospitality Management found that employee turnover costs hospitality companies an average of $5,864 per employee. With the number of vacancies and the number of current positions being vacated, the costs add up. Based on data gathered from 33 US hotels, the Cornell study also found that the costs of turnover were generally higher for:

1. Higher complexity jobs
2. Independent properties
3. Properties with relatively high room rates
4. Large properties
5. High- occupancy properties
6. Properties in markets with a high cost-of-living index
7. Properties in markets with a high unemployment rate.

But as was revealed in the Inc. Magazine article, hospitality industry employees are not just resigning for the same reasons of the past. Many are leaving because of stress, burnout and dissatisfaction in the way management treats them. Some are even fearful of coming back to work at their old jobs because of border-line and even illegal treatment by their supervisors.

Many fear how they will be treated based on the incompetence of how their employers handled the Covid situation with layoffs, and cut in pay and/or hours. They felt totally forgotten until the economy reopened. They felt undervalued and unheard. Still others feel it unsafe to go back to their jobs because of the lingering effects of Covid and the fear of Armageddon the media has planted in their brains.

How To Turn It Around

As Kane states in The Great Resignation, the best thing employers can begin doing immediately to reduce resignations is to care. It’s really that simple. If people are leaving horrible bosses, (remember, people don’t leave jobs, they leave managers), then employers can stop being so horrible. They can begin showing empathy. They can begin caring about their workforce and treating them like the asset mentioned in the company’s mission statement.

Hospitality industry employers can begin by being more flexible. As Kane points out, mangers should create environments where associates feel safe and valued. Employees should be more empowered to make their own scheduling choices too. According to Gallup, 75% of the reasons for voluntary employee turnover can be influenced by managers. Whether it’s a lack of people skills or an unwillingness to help employees develop, bad managers can run off good employees.

The really smart players are realizing that perks such as ping-pong tables and energy drinks don’t keep employees around. An article in Fast Company found that

How Hotel and Restaurant Managers Can Prepare for the Post-Pandemic Travel Boom

The travel industry is evolving faster than ever before. After years of disruption, the world is once again on the move. According to recent reports from McKinsey & Company, air travel in the United States has reached more than two million daily passengers—approaching pre-pandemic levels. For hotel and restaurant managers, this means one thing: opportunity. Travelers are ready to spend, relax, and reconnect, but they are also more selective, safety-conscious, and emotionally driven than before. The challenge for hospitality leaders is to meet this demand with precision, empathy, and innovation.

This guide draws on hospitality management best practices and industry data to help managers prepare their teams for a stronger, more resilient era of travel.

Understand the New Traveler Mindset

The pandemic didn’t just pause travel—it rewired it. Business travel remains at roughly 30 percent of 2019 levels as companies continue to rely on virtual meetings, but leisure travel is booming. Guests are seeking psychological relief, not just a getaway. They expect experiences that restore confidence and calm, with seamless service and visible attention to health and safety. Managers must now think beyond traditional hospitality and approach each guest interaction as a chance to deliver comfort, trust, and personal connection.

Step 1: Rebuild Your Workforce Strategically

Labor shortages remain one of hospitality’s biggest challenges. Many former employees have transitioned out of the industry altogether. A Bloomberg study found that nearly half of those who left hospitality say they have no plans to return, citing burnout, low pay, and limited benefits. To attract and retain staff, hotels and restaurants must position themselves as employers of choice, not last resort.

1. Offer meaningful compensation. According to The Washington Post, average hospitality wages have risen from $15.84 to $16.21 per hour, and top employers are adding bonuses, flexible scheduling, and career-path programs.

2. Rebuild culture, not just headcount. A supportive work environment, transparent leadership, and recognition systems are key to long-term retention.

3. Reinvest in training. Structured onboarding and ongoing development help employees deliver consistent, elevated service.

By focusing on respect and development, managers can reduce turnover and build a workforce that takes pride in creating exceptional guest experiences.

Step 2: Make Hygiene a Brand Promise

Sanitation standards are now an essential part of brand identity. Guests expect hotels, resorts, and restaurants to demonstrate visible cleanliness and proactive health measures. Reinforce confidence through transparency:

• Maintain clear communication about cleaning protocols and inspection frequency.

• Provide hand sanitizer and masks in public areas.

• Ensure air-quality systems and high-touch surfaces are routinely checked.

Hygiene excellence is no longer a checklist—it’s a trust signal. Managers who prioritize health security earn repeat business and positive online reviews.

Step 3: Focus on Leisure and Emotional Connection

Leisure travel will continue to drive growth. Guests are craving experiences that make them feel relaxed, understood, and valued. To prepare staff for this demand:

• Encourage employees to practice empathy in every interaction.

• Personalize recommendations and anticipate needs.

• Train teams to transform ordinary transactions—check-ins, meals, service recovery—into moments of care.

The most successful properties in 2025 will be those that deliver emotional hospitality—creating an atmosphere where guests feel both safe and inspired.

Step 4: Embrace Localism and Micro-Travel

Today’s travelers are favoring shorter, more localized trips. Staycations and regional escapes are replacing long-haul vacations. This shift opens opportunities for properties to strengthen their connection with local guests.

Managers should:

• Promote nearby attractions and unique cultural experiences.

• Partner with local artisans, restaurants, and tour providers to offer exclusive packages.

• Highlight on-property amenities like gyms, spas, and rooftop dining that appeal to guests seeking luxury close to home.

When hospitality teams showcase community engagement, they not only drive bookings but also strengthen brand loyalty among regional customers.

Step 5: Build Flexibility into Pricing and Policy

Rigid booking policies are outdated. In an unpredictable world, flexibility is a competitive advantage. McKinsey’s research shows that flexible pricing models reduce customer hesitation and build trust. Airlines like EasyJet have adopted programs such as the “Protection Promise,” allowing free changes up to two hours before departure.

Hotels and restaurants can adopt similar principles by:

• Offering refundable or easily modifiable reservations.

• Providing transparent cancellation terms.

• Implementing loyalty incentives for guests who rebook.

Flexible systems communicate confidence and understanding—two traits that define the best modern hospitality brands.

Step 6: Invest in Smart, Human-Centered Technology

Technology has permanently transformed the guest journey. Contactless payments, digital check-ins, and mobile key systems are now standard expectations. Yet technology should never replace human connection—it should enable it.

Effective technology use includes:

• Mobile communication tools that allow real-time guest feedback.

• Artificial intelligence systems that forecast occupancy and personalize offers.

• Touchless menus, kiosks, and ordering platforms that reduce friction.

The goal is operational efficiency without losing warmth. When technology enhances convenience and frees staff to focus on service, it becomes a competitive differentiator.

Step 7: Lead with Data, Insight, and Empathy

To meet post-pandemic expectations, managers must balance analytics with intuition. Use performance dashboards, guest-satisfaction data, and employee feedback to inform decisions. At the same time, lead with empathy—understanding that both customers and employees are still navigating change. Strong leaders combine evidence-based management with emotional intelligence.

Final Takeaway

The hospitality sector’s resurgence is not simply a return to business—it’s an evolution. Travelers want to feel safe, connected, and cared for, and they’re rewarding the brands that deliver those experiences. For hotel and restaurant managers, this means leading teams that are agile, empathetic, and operationally precise.

. They don’t want a “Us” versus “Them” mentality from their superiors but rather want to be part of a team that contributes to the end result. In order to do that, employees need to know what the end result looks like. They want to know how their job makes an impact for the company.

Here are five things you can begin doing now to curb the record number of resignations:

1. Hang on to the ones you have–Keeping your good employees requires effort to communicate to them how valued they are. Celebrate and reward their loyalty
2. Conduct a serious exit interview-Find out why they are leaving. Not all employees will want to give you the time for this. Be sure to offer compensation or a gift card in order to pick their brain to find out why they are leaving. This is valuable information you can use going forward.
3. Identify the root causes-Explore metrics such as compensation, performance, training opportunities, and pay increases. However, this takes time but you want to try to identify the root causes. A Harvard Business Review article cites the example of a trucking company that found that drivers who had less experience and a remote supervisor were much more likely to resign than more-experienced drivers and those receiving in-person support.
4. Keep your finger on the pulse-Survey employees to get their feedback on how management is performing. Take the responses seriously and try to understand what actions need to be taken immediately.
5. Be human-Take coffee breaks with your staff. Remember their birthdays and anniversaries. Reward them for things. Even if the reward isn’t costly, the effect goes a long way.

To keep your employees from jumping ship, learn how to communicate with them to uncover their needs and desires. Most of the time all employees really want is that their leaders take the time to honestly communicate. Let them know about what is happening and ask them for their input. It is basically just being human and treating others fairly.

In his best-selling business book, All I Really Need to Know I Learned In Kindergarten, Robert Fulghum gives wise advise that should be adopted for hospitality leaders and mangers. He writes:

“Wisdom was not at the top of the graduate-school mountain, but there in the sandpile at Sunday school. These are the things I learned:

Share everything.

Play fair.

Don’t hit people.

Put things back where you found them.

Clean up your own mess.

Don’t take things that aren’t yours.

Say you’re sorry when you hurt somebody.

Wash your hands before you eat.

Flush.

Warm cookies and cold milk are good for you.

Live a balanced life—learn some and think some and draw and paint and sing and dance and play and work every day some.

Take a nap every afternoon.

When you go out to into the world, watch out for traffic, hold hands, and stick together.”