Everyone Has to Eat

In previous posts, we’ve talked about different ways to control wages in a hotel (Controlling Labor Costs). This time, we’ll dive deeper into one of the reasons I mentioned before, because it truly bothers me. I often hear managers or supervisors complaining that they “need help” because they don’t have enough employees. The first thing I do in those situations is check their payroll, and almost every time, I find that the very position they’re complaining about is barely getting any hours at the individual level.

Based on the premise that a happy team makes the dream, this post will focus on practical strategies to give your employees more hours without sacrificing your budgeted wages.

Usually, managers and supervisors are on salary, or if they’re hourly, they average 35-40 hours a week. That gives them predictability in their income, which is a nice thing to have.

But why isn’t the same treatment given to the rest of the team?

Hospitality is a strongly seasonal business, I get that. But your team deserves the same level of stability and respect for their time as management does. I’ve seen employees scheduled for three hour shifts, day after day. Guess what? Those employees don’t stay long.

There’s only one way to describe that situation: the supervisor is being lazy and not taking seriously the life of their team. And if the supervisor doesn’t take their people seriously, why should the team take the business seriously?

I’ve reviewed more timesheets than I can count and often asked myself why these employees even stay. This problem almost always hits the back of the house: dishwashers, housepersons, housekeepers, breakfast attendants, laundry attendants, etc, the people who actually keep the 

Start by Listening

The first step is simple: sit down individually with your employees and ask how many hours they’d ideally like to work each week. Then compare that with the hours they’re actually getting. Most of the time, you’ll wonder how they manage to stay with you based on their take home pay.

It’s not about raises; it’s about the final paycheck. A high hourly rate means nothing if it comes with short weeks. Someone earning $35 an hour but working only six hours a week can’t make a living.

On the other hand, a steady 35-40 hours a week gives your employees predictable income, something most hotels fail to offer. In fact, offering consistent hours can even allow you to lower your pay rates slightly while keeping morale high.

You can even use this during hiring interviews:

“Our rate might be modest, but your hours won’t disappear”

You’d be surprised how attractive that sounds to people who’ve worked unstable schedules before.

So Where Do You Get the Hours?

1. Cross Training

 A laundry attendant can come in early to help with breakfast. A breakfast attendant can stay late to help as a houseperson. A housekeeper can clean half a board, then move to public spaces. A cook can finish their tasks, then become and dishwasher.  I hope you get the idea.

Cross training gives your team flexibility to capture more hours and helps you build a more dynamic, adaptable staff. Yes, it takes training at first, but the payoff in stability and teamwork is worth it. Suddenly, that three hour public area shift can turn into an eight hour day that combines public areas and laundry, more hours for the employee and more coverage for the hotel.

2. Maintenance & Upkeep Projects

Every hotel has a list of “to-dos” that never get done: retouching paint, cleaning vents, reorganizing storage, deep cleaning basements, deep cleaning kitchen equipment.

These tasks often have their own budget codes, separate from regular payroll. Assigning them to your own team gives employees more hours and keeps your property in shape without additional outside costs.

3. Specialty Projects

Many tasks that hotels normally outsource can be done in house, if you just ask.

These projects already have budget lines, so by assigning them to your employees, you add hours while saving money. Think about: Monthly pest control treatments, carpet shampooing, upholstery cleaning, pressure washing driveways and sidewalks, deep cleaning kitchen hoods, polishing floors and stainless steel, painting, detailing storage rooms, or cleaning light fixtures

Most hotels already own the tools, the issue is time, not capability.

Ask your team; you might discover that several employees already know how to handle these jobs and are happy to do them for extra hours.

This approach builds ownership, cuts outsourcing costs, and keeps your property in top condition year round.

4. Stop Hiring for the Wrong Reasons

Supervisors often think they’re short-staffed after one busy week and start hiring right away. But hotel business fluctuates, one week you’re at 100%, the next at 20%.

Hiring more people during high season just creates “hour debt” when business slows down.

Instead, communicate honestly with your team:

“We’re not hiring new staff right now because we want to protect your hours next month.”

If you explain your reasoning clearly, most employees will understand and appreciate your transparency.

5. PTO Encouragement

During slow weeks, be upfront and encourage your team to use their earned Paid Time Off.

It keeps them financially stable and helps you manage labor costs without taking away hours unfairly.

Final Thought

Controlling wages isn’t about cutting hours.

It’s about managing smarter, building trust, stability, and long-term loyalty.

High turnover and low morale will cost you far more than a few extra hours ever will.

At the end of the day, remember: Everyone Has to Eat.

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Until next time—keep making things work better.