Summer may bring higher foot traffic and more business to restaurants and hotels, but for many hospitality employers, it often means higher employee turnover. In addition to seasonal trends—like students going back to school at the end of summer—burnout and changes in worker expectations are making it even harder for bar and restaurant employers to hold onto good employees in the summer months.
Published in Issue 2 of ADP Research’s Today at Work 2025 report, a new analysis from ADP Research based on five years of ADP payroll data found that employers deal with a heightened risk of worker turnover during the summer months—with the rate jumping to 3.56% in the summer months of June, July, and August, compared to 3.14% in all other months. Retail and leisure & hospitality show the highest attrition rates in the summer months—4.87% and 5.04%, respectively. Both industries rely heavily on part-time, younger, and lower paid workers where turnover is typically higher, according to the ADP Research analysis.
Employers don’t need to accept this annual trend. Knowing this, restaurant leaders must act early and with intention. There are four practical strategies that can help employers strengthen connections with staff, increase engagement and foster loyalty—even during the summer months.
1. Regular Check-ins and Stay Interviews
In high-turnover environments like restaurants and hotels, frequent communication between managers and employees is critical. Employees don’t leave the organization overnight—it’s a buildup. A regular check-in can surface small frustrations before they become resignation letters.
Leaders can set up a weekly check-in tool that encourages employees to reflect on what they “loved” and “loathed” at work that week. There are talent management solutions that can facilitate this type of team communication. The critical piece is that managers follow up. No one wants to give feedback and be ignored. If an employee takes the time to share their thoughts, it shows they want to be seen and heard.
Beyond routine one-on-ones, stay interviews are gaining popularity as a proactive retention tool. Unlike exit interviews, stay interviews focus on what’s going well, what could improve and what might cause an employee to leave. Timing is crucial: in hospitality, where turnover spikes in summer, these conversations should begin in late winter or early spring—well before the season ramps up.
2. Personalized Recognition
Recognition remains one of the simplest yet most powerful drivers of engagement and retention. But not all praise is created equal. Recognition needs to be specific, timely and personal. It’s not just saying ‘good job’—it’s acknowledging the exact contribution and the impact it made.
For example, when a line cook seamlessly covers extra shifts, managers should recognize those efforts directly and promptly.
Importantly, recognition should reflect employee preferences. Some may appreciate public praise during a shift meeting, while others prefer a quiet thank-you. A quick question—“How do you like to be recognized?”—can go a long way in ensuring these gestures land meaningfully.
To help guide recognition, make it Specific, Timely, Authentic and Relatable (STAR!). In a fast-paced industry, it’s tempting to rely on blanket acknowledgments. But sincere, targeted appreciation builds a culture where employees feel valued and it can reduce the lure of leaving. This type of recognition also sets an example for the entire team on what great work looks like.
3. Development and Growth Opportunities
In hospitality, upward mobility can feel limited but development doesn’t always mean promotion. Growth can be lateral, experiential or skill based. It’s about keeping employees learning and challenged. Younger employees, in particular, want to see that they have a future at the company and aren’t just a cog in the machine.
One low-cost, high-impact tactic is peer mentoring. Assigning an experienced employee to help onboard a new team member not only strengthens the newcomer’s start but also builds leadership skills in the mentor. Similarly, “stretch assignments”—like training on a new role or spearheading a small project—can keep tenured employees engaged.
Consider “side-of-desk” work: development experiences outside an employee’s regular duties that provide challenge and variety. For example, a host might help plan a staff event, or a server could support the social media team.
Supporting development also means investing in managers. Leaders need tools and coaching to identify potential, hold career conversations and guide growth in a way that aligns with both business needs and personal aspirations.
4. Authentic Engagement
Employee engagement in the restaurant industry is not about elaborate programs or expensive perks—it’s about fostering emotional commitment to the job. When employees are engaged, they’re willing to lean in, go the extra mile and stick around.
Engagement starts with leadership. A disengaged manager can sour team morale quickly, while a present, empathetic leader inspires loyalty. Small actions—like learning about employees’ personal lives and goals, asking for input, or modeling enthusiasm—have an outsized impact.
Social events, flexible scheduling options, seasonal perks or team outings can also play a role. While these aren’t substitutes for meaningful work or fair pay, they do help reinforce a sense of belonging and appreciation during the busy season.
Surveys, suggestion boxes and informal feedback channels are also useful tools. Asking, ‘What’s one thing we could do better?’ signals that leaders care and are open to evolving.
Summer turnover in the restaurant business isn’t inevitable—it’s a challenge that can be addressed with foresight and intentional leadership. By focusing on regular check-ins, personalized recognition, meaningful development and authentic engagement, restaurants can improve retention, elevate morale and deliver a better experience for both employees and guests.
The best time to invest in your team is before the busy season begins. The second-best time? Today.
Now in her 30th year with ADP, a global leader in HR and payroll solutions, Amy Freshman, Senior Director, Global HR at ADP, joined HR in 2012 and has largely been involved in work connected to the employee experience and building a work environment that fosters engagement and creates a caring workplace culture.
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