Best Practices and up to the minute news on Customer Experience Management and Service Excellence
Best Practices and up to the minute news on Customer Experience Management and Service Excellence
On May 1, hospitality workers nationwide joined coordinated protests calling for higher wages and stronger workplace protections. Organized by labor unions and other organizations, these demonstrations marked International Workers’ Day, more commonly known as May Day – a global observance of labor rights and solidarity.
In cities nationwide, hotel housekeepers, airport concession workers, and restaurant staff rallied alongside union leaders and community organizers. While slogans and demands varied by region, workers spoke to shared frustrations: stagnant wages, unpredictable schedules, and workplace cultures that too often leave them feeling overworked and undervalued.
This year, May Day was more than a celebration of workers’ rights. It became a warning to hospitality businesses: if employers don’t act now to rebuild trust and improve morale, more workers may walk away — or never return.
According to the National Restaurant Association’s Out of the Box: Innovative Ways to Attract and Nurture Restaurant Talent report, 62% of restaurant operators say they are still understaffed. But hiring alone won’t fix what’s broken. For many workers, the emotional toll of the job now outweighs the paycheck, especially when they don’t feel heard or supported.
If hospitality leaders want to keep the teams they have, here are five places to start:
The May Day protests were loud, but burnout usually starts quietly: missed shifts, rushed service, or simmering resentment in the break room.
Smart operators don’t wait for exit interviews. They schedule monthly check-ins that aren’t surveys – they’re conversations. Ask: “What’s making your job harder than it needs to be?”
Then, act on what you hear.
Rigid schedules don’t work for a post-pandemic workforce. Employees – especially parents, students, and older staff – want more control over their time.
Compressed workweeks, flexible shift swaps, and cross-training between departments are all strategies independent hotels and restaurants adopt to reduce burnout and improve retention.
A vague “good job” doesn’t mean much anymore. Recognition needs to be timely and personal:
“Thanks for how you handled that upset guest – it kept the rest of the team calm.”
Whether it’s a handwritten note, a shoutout during lineup, or a weekly “guest compliment” board, intentional recognition reminds workers they’re seen.
Hospitality has a reputation for dead-end jobs – but that perception can shift if managers show what’s possible.
Feature internal promotion stories in onboarding. Offer micro-promotions like lead server or guest captain and back them with responsibility and pay. Partner with local colleges or culinary programs for continuing education and job-shadowing options.
Every role should feel like it leads somewhere.
You don’t need a retreat to boost morale. Five minutes before a shift is enough to recognize a win, clarify priorities, and let your team speak up.
Especially in short-staffed environments, this small ritual creates consistency and connection – two things every employee needs to stay grounded.
The hospitality workers who rallied this May Day weren’t just protesting conditions. They said they still care enough to speak up and want this industry sustainable. Whether hotels and restaurants rise to that challenge will depend on what leadership does next.
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