Staff retention, working conditions and the organisation of daily work determine how much experience a hotel carries into its next season. We examine the evidence and the decisions that help employers retain their people.
A hotel prepares for the season through bookings, purchasing, maintenance and recruitment. Recruitment often starts almost from scratch each year. The operational question is how much experience the business retains and how much it must rebuild.
The change in staffing requirements and filled positions
The public ITEP presentation on Greek hotels records 263,026 required positions in 2025, based on hotel staffing plans. Of these, 226,881 were filled, leaving a shortfall of 36,145. The corresponding figures for 2024 were 278,188 required positions, 224,371 filled positions and a shortfall of 53,817. These are estimates for hotels rather than the entire tourism economy. [1]
The smaller shortfall combines lower reported requirements with a modest increase in filled positions. It therefore provides limited evidence about improvements in working conditions or the resolution of recruitment difficulties. ITEP’s annual employment study, published in July 2026, provides a further reference for following the sector. [2]
Following the employee’s time with the business
A position may be filled before opening and become vacant again within weeks. Recording the initial appointment alone conceals that instability. Employers need to follow what happens after recruitment.
Three measures are particularly useful. How many employees complete the agreed period? How many return when offered another contract? How long does a new colleague need before taking responsibility for the role? Results should be compared by occupation and contract type, distinguishing the normal end of seasonal employment from an early departure.
Replacement also has costs that extend across the team. Interviews, induction, guidance from experienced colleagues and emergency changes to work allocation take time. These demands affect operations even when they do not appear in the salary attached to a vacancy.
Preparing the next season before this one ends
A discussion before the end of a contract can identify difficult tasks, commitments that were kept, training needs and the conditions under which an employee could return. Management then needs to act on the answers.
For the employer, that means earlier decisions about responsibilities, pay and support. For the employee, it provides a clearer view of the next season. Tracking completion and return rates alongside recruitment gives the business a practical basis for investing in team stability.
Sources and further reading
- ITEP · Greek hotel industry presentation, staffing table, December 2025
- ITEP · Employment in Hotels 2025, published 15 July 2026
Source review completed on 11 October 2026. Operational proposals are Tourism Strategy editorial analysis.