If you run a hotel, restaurant, pub, or café, you know how much turnover hurts. You train someone, they leave. You scramble to fill the gap, your team works harder, mistakes happen. It’s not just money down the drain, it affects your reputation, your guests, and your own peace of mind.
The problem: Why people leave
Before fixing, you have to understand the reasons. In the UK, hospitality loses staff faster than many other sectors. Turnover rates in hotels and food services are among the highest.
Here are common causes:
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Bad hours / unpredictable shifts — staff get sick of late changes or being asked to come in at short notice.
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Low base pay or no certainty — people need a stable income, not just “hope for overtime.”
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No chance to grow — if every day feels the same, many will look elsewhere.
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Feeling ignored or undervalued — people leave if their voice isn’t heard.
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Stress, burnout, poor work environment — hospitality is physical, fast, and high pressure. If rest breaks, manager support, and team harmony aren’t there, people give up.
Knowing these, you can aim your fixes where they matter most.
Practical fixes anyone can try
Here are simple, real things you can do (even if your budget is tight). Combined, they make a big difference.
1. Be careful who you hire
If someone isn’t a good fit, it shows quickly. Hiring for attitude, dependability, and honesty matters more than perfect skills (which you can train).
Do this:
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During interviews, ask about real life: “Tell me a time when you were late — what happened?”
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Try a short trial shift or shadow shift before committing.
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Be honest about the shifts, weekend work, late nights — so nobody is surprised.
When your staff know what they’re signing up for, far fewer will leave early.
2. Look after the first month
Many people quit early. So make sure their start is solid.
Do this:
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Assign a buddy — someone they can ask dumb questions of.
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Show simple “how to” cards at workstations (e.g. how to clean a room, how to reset a table).
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Check in often: day 2, end of week 1, week 4. Ask “What’s hard? What’s confusing?”
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Don’t overload new staff — give them small, manageable tasks while they get up to speed.
If you get someone past that early period, they’re much likelier to stay.
3. Build fair and predictable rotas
If staff feel shifts are random or unfair, they resent it.
Do this:
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Publish rotas in good time (at least 10–14 days ahead).
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Rotate unpopular shifts (e.g. late evenings) among the team, not always the same people.
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Let people request days off or swap if possible — be flexible where you can.
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Avoid last-minute changes unless absolutely necessary.
When staff see fairness, they’re less likely to feel unappreciated.
4. Make pay and perks count
You don’t need to overpay, but make what you offer clear, reliable, and helpful.
Do this:
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Guarantee minimum hours after probation or for solid performers.
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Be clear about tips: how they’re shared, how often.
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Offer staff meals, free or subsidised – especially on long shifts.
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Help with transport or shifts finishing late (small allowances or safe journeys).
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If possible, allow pay advances or small loans in emergencies—but carefully managed.
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Offer small perks: birthday off, staff discount, uniform laundry, etc.
These extras often cost less than replacing someone.
5. Train your managers to support, not just supervise
Many staff leave because their boss is tough, unfair, or uninterested.
Do this:
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Run short training for managers on giving feedback, resolving conflicts, listening.
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Encourage brief daily check-ins: “How are you doing?”
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Recognise good work publicly (simple shout-outs in team huddle).
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Ensure supervisors aren’t overloaded with too many people to monitor.
Good bosses make people feel they belong.
6. Show there is a next step
People stay when they see a future.
Do this:
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Make clear job paths: waiter → senior waiter → supervisor → manager.
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Offer cross-training (e.g. train FOH staff in bar or kitchen basics).
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Promote from within where possible. Use real stories of staff who moved up.
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Let staff take small responsibilities (checking stock, training junior team) — give them purpose.
Even small steps show you care about their future.
7. Talk and listen
If staff know you listen and act, they feel safer.
Do this:
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Hold short team meetings weekly: ask for one idea to make work easier.
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Use suggestion boxes (physical or anonymous).
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Do exit interviews (even short) to understand why people leave.
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Show changes made from feedback so staff know you took it seriously.
When staff feel heard, they’re more likely to stay.
8. Take care of their well-being
Work in hospitality can be tough. Show you care about them beyond shifts.
Do this:
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Ensure breaks are taken and respected.
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Provide water and food on long shifts.
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Train staff in dealing with stress (conflict, difficult customers).
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Be alert to signs of burnout — if someone seems exhausted, talk to them.
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Offer financial wellbeing support — help them with money advice or small benefits. Many hospitality workers feel financial stress, and supporting them pays off.
How NTR (National Temping Recruitment) fits in
You’re at the front line. Your choices, how you treat staff, and how fair you are set the tone. But running a business means things slip, gaps happen, and roster pressure builds.
That’s where NTR comes in. We help you fill shifts quickly with screened staff so you aren’t forced to overwork your permanent team. You can bring temps in to trial roles before offering permanent jobs. That gives you breathing space to fix retention from within.
So you’re not just putting out fires; you’re building a team who wants to stay.
Summary
Keeping good people in hospitality is about treating staff fairly, paying them on time, giving them proper hours, and showing respect. When workers feel valued, trained, and listened to, they stay.
