9 Ways to Increase Staff Retention in Your Hospitality Business 

It's something we hear constantly here at Access Hospitality. Whether we're talking to operators about scheduling, learning and development, or people management, staff retention always comes up. The hospitality leaders we work with know that keeping great people is one of the most important things they can do for their business, and they want practical, actionable ways to make it happen. 

Our 2026 Hospitality People Survey gives us a clearer picture than ever of what's driving employees to stay or leave, and based on the findings, we’ve pulled together nine up-to-date strategies to improve staff retention, which is what you’ll find in this article.  

Hospitality has historically struggled with high turnover due to unsociable hours, minimum or zero-hours contracts, and a perception that the sector lacks long-term career pathways. 

All the above can be true, but our data shows that things are starting to change. 

The top factors – according to our survey, most likely to keep hospitality employees in their current roles are: 

The dramatic rise of 'exciting work' and 'learning and development' as retention drivers is the most significant shift in this year's data, showing that hospitality employees are increasingly motivated by growth and stimulation - not just job security. What does it mean for you, as the operator? That if you fail to build an engaging, developmental environment, you might struggle to keep your best people. 

Effective retention starts at the point of hire. Prior experience has its place, but it shouldn’t be the only, or even the main, thing you look for when recruiting.   

Our 2026 Hospitality People Survey found that 55% of employees consider diversity and inclusion important when choosing a new employer, and 51% value transparency.  

Your recruitment process, from the job advert to the interview, should reflect these values authentically. Write job descriptions that clearly outline development opportunities, flexible working options, and what day‑to‑day life in your business really looks like. 

You have around 15 seconds to make an impression with a job advert - use them wisely and be honest.  

It’s not all sunshine and roses in hospitality, but if we’re honest about that from the beginning, and we show people the real leaders and real teams they’ll be joining - we attract candidates who are right for us, and who stay. 

Gemma Tracey MCIPD, FIH, Champneys Spa  

Offering benefits that look good on paper but are rarely used is one of the most common mistakes in hospitality recruitment. Our survey data unsurprisingly shows a telling gap between benefits available, and benefits actually used. 

The most valued employee benefits in 2026, in order of importance, are: 

On the usage side, training and development sessions have risen sharply in actual use, up significantly from 2025, alongside mentoring, flexible hours, and shared parental leave. This tells us that employees aren't just saying development matters; they're actively using it when it's available. 

Notably, wellbeing sessions and counselling have dropped in the rankings despite remaining on the list.  

Employers should audit which benefits are genuinely being used and focus investment there, rather than padding out a long list of perks that gather dust. The key is ensuring that your business is offering a competitive opportunity with clearly communicated benefits outlined and made easy to utilise.   

This is the biggest strategic shift the 2026 data points to. Career development is no longer a 'nice to have'; it is now the central driver of retention in hospitality. 

'Learning and development' as a reason to stay in a role has risen 13 percentage points year-on-year. Training and development sessions are valued by 52% of employees as an important benefit, also up from previous years, and actual usage has climbed sharply, too. 

The 2026 data also shows that 44% of employees feel they have received some training but not enough, up from 35% in 2025, which signals rising expectations. Basic access to training is no longer sufficient; employees want structured, career-oriented development pathways. 

This is a genuine warning signal in the 2026 data. The proportion of hospitality employees reporting a good work-life balance has fallen for the third consecutive year: 

The proportion describing their balance as 'not balanced at all' or 'not very balanced' has risen to 45% in 2026, up from 33% in 2024. 

The survey points to a key distinction: flexibility in hospitality isn’t about working from home or cutting their hours. What really matters is reliable, predictable scheduling – having enough notice of shifts, fewer last‑minute changes, and rotas that fit around life outside of work.  

Without consistency and advance notice of shifts, employees struggle to manage personal commitments, which erodes their sense of control even if total hours haven't dramatically increased. 

Practical steps employers can take: 

This is a new and important finding from the 2026 survey that employers need to pay attention to. Imposter syndrome - feeling undeserving of one's role or salary, has risen sharply. 

Creating a positive culture of recognition improves retention significantly. Gallup and Workhuman’s 2024 longitudinal research found that well‑recognised employees were 45% less likely to have turned over after two years than their peers.  

Our 2026 Hospitality People Survey echoes this. When asked what would keep them in their current role, hospitality employees highlighted: 

The 2026 survey shows significant growth in positive attitudes towards AI in hospitality: 52% of employees now see AI as a helpful tool, up from 41% in 2025, and 98% believe AI could improve their job satisfaction by automating repetitive tasks. 

At the same time, more employees report that technology has made their daily tasks harder – a sign that implementation, not the technology itself, is the problem. Poorly rolled‑out systems create friction and frustration, which can undermine engagement and retention. 

Used well, technology can be a powerful retention tool: 

91% of employees say technology helps them manage their time between work and personal life, a clear signal that the right tools make a positive difference. 

The key is to deploy technology that solves real problems for your people, not just operational ones for the business. Involve staff in tech decisions, provide training, and measure impact so changes genuinely make their jobs easier. 

And that's the nuance HR teams need to hold onto. The technology is there, but choosing the right tool for the right problem, and implementing it well, is everything. 

Rob Paterson 

Commercial Director - Hospitality People Suite, The Access Group 

9. Listen to your employees and act on what you hear

Turning these nine strategies into reality is easier when your tools are connected. Hospitality People Suite brings recruitment, scheduling, learning, HR and payroll into one joined‑up platform, so you can support retention at every stage of the employee lifecycle. 

With Hospitality People Suite, you can: 

Together, these modules help you move from firefighting turnover to building a predictable, data‑led retention strategy that matches what hospitality employees are telling you they want in 2026.