Why last season’s team is valuable
Returning seasonal workers know the hotel layout, the standards in each department, the point-of-sale systems and often the regular guests. That saves onboarding time in exactly the weeks when the hotel is busiest and supervisors have the least time. You also already know how someone works under pressure: you choose based on behaviour you have seen, not on an interview.
On the other hand, good seasonal workers are in demand at every hotel in the region. If you only call when the new schedule is almost final, you are competing with hotels that have already made them an offer.
When to approach last season’s team
The right moment depends less on a fixed date than on three signals:
• At the end of the season: a short exit conversation asking whether someone wants to come back next season, and on what terms. Record the answer; that is your first list.
• As soon as the season plan is roughly set: once you know the expected occupancy and opening dates, approach the people on that list with a concrete period and role, even if the schedule is not final to the day.
• Before other hotels start recruiting: watch when hotels in your region open their seasonal vacancies. Your returning staff should hear from you before they hear from them.
• With a clear response deadline: ask for a yes or no within an agreed period, so you know which places you still need to fill externally.
Rule: do not wait for a perfect schedule. A concrete period, role and indication of hours is enough for a first commitment.
Who to invite back and who not
Not every seasonal worker from last year belongs on the list automatically:
• Invite back: people who showed up reliably, met the standard, worked well with the team and said they wanted to return.
• Invite back in a different role: workers who have grown and are ready for more responsibility, such as a fixed morning shift or guiding new colleagues.
• Talk first: workers with points of concern. Discuss them openly before you promise a place.
• Do not invite back: anyone who repeatedly failed to show up or did not meet the guest standard, even if the team is tight. A known weak spot in the schedule is not a saving.
What you concretely offer
A returning worker compares your offer with those of other hotels. Make it concrete:
• Period and hours: start and end date, expected hours per week and how early the schedule is published.
• Recognition of experience: show that a second or third season counts, in pay, role or priority for schedule requests, within what your collective agreement and policy allow.
• Practical matters: name any accommodation, transport or meals clearly, including what changes compared with last season.
• What is better than last year: if bottlenecks came up in the exit conversation, say what you have done about them.
Put the offer in writing. A spoken “we are counting on you again” is not a commitment, for either side.
When to recruit new people instead
• Too few commitments: once the response deadline has passed and gaps remain, start external recruitment or work with a partner straight away.
• New roles or departments: a new restaurant concept, extra rooms or a different opening period sometimes need profiles the old team does not have.
• Too much dependency: a team made up entirely of returners is vulnerable if several drop out at once. Keep room for new people and a reserve list.
• Missing language or skills: if the guest mix changes, a returning worker may need a different role, and you look for someone new for the guest-facing place.
Checklist for general manager, human resources and department heads
• Is there an exit conversation at the end of every season asking whether someone wants to return?
• Is that list kept centrally, with contact details, role, assessment and terms?
• Do you know when the season plan is roughly set, and do you approach the team right after?
• Do you know when other hotels in your region open their seasonal vacancies?
• Is there a clear response deadline for a yes or no?
• Is the offer concrete: period, hours, role, pay, accommodation and what is better than last year?
• Is there a deliberate choice about who you do not invite back, even when the team is tight?
• Is there a plan for external recruitment if commitments fall short?
When AXXAZ Hospitality helps
AXXAZ Hospitality places reliable hospitality professionals with hotels across Europe, including for the places that are still open after you have invited your regular seasonal staff back. A clear staffing brief (period, hours, shifts, languages, start date) helps whether you recruit yourself or book through a partner. Get in touch if you want placement or a brief for seasonal staffing.
In one sentence
Ask at the end of the season who wants to return, approach those people as soon as the season plan is roughly set and before other hotels recruit, make a concrete written offer with a response deadline, and start external recruitment straight away for the places that remain open.
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