Why Hoteliers Need a New Playbook for Peak Travel Demand

Flexibility, culture, and leadership have become the new competitive advantage in seasonal hotel staffing

By Brendan McCoy

Summer has always tested hotel operations teams, but the 2026 hiring season feels fundamentally different than years past.

Previously, staffing challenges were largely cyclical. Hotels pushed through peak travel periods knowing that demand and labor pressure would eventually ease. Today, labor challenges feel far more permanent. Candidates have more options, clearer expectations, and far less patience for slow hiring processes.

For hotel operators, that means staffing can no longer be treated as a seasonal scramble. It requires earlier planning, stronger leadership, and a more intentional approach to attracting and retaining talent.

At Newport Hospitality Group, we are seeing candidates ask different questions than they did five years ago. Compensation still matters, but candidates are also evaluating flexibility, scheduling, leadership visibility, and workplace culture before accepting a role. They want transparency around expectations and faster communication throughout the hiring process.

The reality is simple: if hotels move too slowly, candidates move on. That shift is forcing operators to rethink how seasonal hiring works.

Expanding the Talent Pipeline

One of the biggest mistakes hoteliers make is relying too heavily on traditional seasonal labor pools. While summer workers remain important, they are no longer enough to meet operational demand on their own.

At Newport, we have expanded how we think about talent. Internal referrals continue to be one of our strongest recruiting tools because current associates can speak honestly about the culture and experience of working on property. We also see success creating opportunities for existing team members to take on additional hours, cross-train in multiple departments, or support other hotels within the portfolio during peak periods.

At the same time, many candidates are not pursuing long-term hotel careers. Some are looking for flexible work, meaningful experience, or short-term opportunities that fit their lifestyle. Hoteliers that create multiple entry points into the organization are better positioned when labor markets tighten unexpectedly.

Culture Starts Before Day One

One of the most overlooked realities in hotel staffing is that culture begins long before onboarding.

Candidates form opinions about a hotel from the first interaction. The speed of communication, professionalism during interviews, and transparency around expectations all shape whether someone decides to join the team.

At Newport, our Living Hospitality philosophy is reflected throughout the hiring process. Conversations are designed to feel human and authentic rather than transactional. Candidates hear honest discussions about teamwork, leadership support, and growth opportunities, not just job descriptions.

That matters because today’s workforce expects authenticity. Employees want to know what their schedules will realistically look like, how leadership communicates under pressure, and whether they will feel respected day to day.

Hotels that deliver consistency between what they promise and what employees actually experience are far more likely to retain talent.

Seasonal Roles Require Long-Term Thinking

One misconception that still exists across the industry is the belief that seasonal roles require temporary thinking. When operators assume a role is short term, they often reduce investment in training, communication, or engagement. Operationally, that approach creates bigger problems later.

Seasonal associates directly impact the guest experience. They clean guestrooms, manage arrivals, respond to requests, and support operations during the busiest periods of the year. When employees feel underprepared or disconnected, service consistency suffers and turnover accelerates.

Retention starts much earlier than most hotels think.

Seasonal employees stay engaged when expectations are clear, training is structured, and leaders remain visible throughout the season. Recognition also matters. Associates who feel appreciated and included are more likely to remain committed during demanding summer periods.

Cross training has become another important strategy because employees who learn multiple roles often feel more invested in the operation. Exit conversations also matter more than many operators realize. When employees leave on positive terms and feel heard, many are willing to return in future seasons.

Importantly, seasonal hiring should not be separated from long-term talent strategy.

Some of the industry’s strongest leaders began in entry-level or seasonal positions because someone invested in them early. Employees who demonstrate reliability, ownership, and coachability often reveal leadership potential quickly.

Technology Supports the Process

Technology helps simplify recruiting and onboarding in important ways. Mobile-friendly applications, digital onboarding tools, and streamlined communication help reduce friction for both candidates and hiring managers. But technology alone will not solve staffing challenges.

Strong on-property leadership still determines whether employees stay engaged and whether service remains consistent during high-demand periods. Leadership visibility, communication, coaching, and accountability continue to define the employee experience.

For hotel owners and operators preparing for peak season, the operational takeaway is clear: successful staffing starts earlier, moves faster, and depends heavily on leadership.

Hotels that continue treating seasonal hiring as temporary or transactional will likely continue facing turnover and operational instability. Those that invest in culture, planning, and people development will be better positioned to deliver strong guest experiences throughout the summer season.

Seasonal roles may be time-bound, but their impact lasts well beyond a single summer.

About the Author

Brendan McCoy is Senior Vice President and Chief Operations Officer of Newport Hospitality Group, where he oversees operations across the company’s growing portfolio of hotels nationwide. A hospitality leader who built his career from the ground up, Brendan joined Newport in 2011 as a Banquet Houseman and advanced through housekeeping, food and beverage, property operations, and regional leadership before being named COO. His hands-on operational experience continues to shape his practical leadership style and strong focus on accountability, culture, and execution. Throughout his career, Brendan has led multiple award-winning hotels and teams, including Hilton Garden Inn Columbia/Harbison, which consistently ranked among the top-performing hotels in the brand for guest experience and service during his tenure. He was also recognized by Hotel Management Magazine as one of the industry’s Top 30 Under 30 and has received multiple leadership and operational excellence awards throughout his career. Brendan earned his degree in Hospitality Administration from the University of South Carolina and remains passionate about developing hotel leaders from within and building strong operational cultures that deliver results for owners, guests, and associates alike.