Beyond the roster: Attracting and retaining quality staff in regional accommodation
Op-Ed: Although there is no complete solution to staffing problems, Emily Stephens says there are actionable steps to help operators maintain their property and lifestyle.
For accommodation operators, especially in regional areas, staffing challenges have become one of the biggest threats to business sustainability.
Operators aren’t just trying to fill roles; they’re often stepping into them themselves. From managers cleaning rooms after hours to owners covering night check-ins and early breakfasts, the pressure is real. Attracting and retaining quality staff remains a constant struggle, and for many, the strain is both operational and deeply personal.
There are, however, ways forward. Solutions that move beyond the traditional job ad and focus on creating workplaces where people genuinely want to stay.
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A long-standing issue made worse
Staffing shortages have affected the hospitality industry for years. The pandemic brought the issue into sharp focus and nearly doubled its impact. For regional operators, running a property during and after lockdowns was both physically and emotionally exhausting.
In my own experience, days began well before sunrise and were filled with cleaning, guest service, and maintaining new hygiene standards. Even when travel resumed, hiring remained difficult. Many travellers were eager to work, but the lack of available accommodation in regional areas created a major barrier.
As “revenge travel” surged and bookings bounced back, operators were left juggling increased demand with minimal staff. The result was fatigue, burnout, and a worrying loss of motivation, even in the face of commercial success.
A staffing rollercoaster
The years that followed brought ongoing instability, with short periods of full rosters followed by stretches with little to no support. Rising pay rates and operating costs added further pressure. For many owners, taking on extra duties became the only way to stay afloat, often at the cost of their own wellbeing.
Staffing continues to be a major challenge for many properties. But operators are adapting, finding new ways to stay resilient, reduce pressure, and rediscover enjoyment in their work.
What’s working: Practical strategies for operators
One of the most effective strategies is cross-training staff across different roles. This approach can boost hours, improve job satisfaction, and help fill gaps when others are unavailable. It also creates a more adaptable and capable team.
Recognising and appreciating staff also goes a long way. Simple gestures like a cake for a birthday or morning tea during a hectic week help team members feel seen and valued. When managers step in to help during peak times, it builds trust and respect.
Rethinking recruitment strategies can open up new possibilities. While online job platforms are common, don’t overlook local noticeboards, community newspapers, or Facebook groups. These channels often reach people who aren’t actively job-seeking but may be open to the right opportunity.
Reviewing procedures regularly and looking for areas where technology can ease the load is also important. Identifying cost efficiencies helps ensure a property is running as smoothly as possible.
Building connections with neighbouring operators can also be invaluable. By supporting each other, even just as a sounding board, you create a stronger local network. In some cases, operators are even sharing staff or collaborating during peak times to mutual benefit.
Balancing tech with the human touch
Automation has its place, but it isn’t a silver bullet—especially not in regional properties. Many guests still value human connection. International travellers often arrive late, with limited contact details and potential language barriers. A real person at reception still matters.
When face-to-face service isn’t possible, simple solutions such as leaving a personalised welcome letter and key in the unit can help guests feel cared for. And when it comes to room cleaning, the reality remains unchanged. People, not machines, do the heavy lifting in hospitality.
There is no single solution, but there is a way forward
No one strategy will solve the staffing crisis, but small, thoughtful steps can help.
Building a strong supportive community will benefit operators and the community. Making small, considerate changes within the operation can help in reducing the impact and ongoing stresses for owners and managers. Working alongside team members at different levels will help to build appreciation and respect which can be replicated in tough times.
As with every challenge faced there is a level of comfort in what we have previously experienced and the knowledge that we will succeed and come out the other side better than before.
Emily Stephens, Founder and Managing Director of The Accommodation Project, has been working in accommodation operations for over 20 years. Starting as a receptionist, she has worked her way through the ranks in different types of accommodation both overseas and in Australia to now operate an apartment hotel with her husband in a beautiful coastal town in Victoria. Combining her passion for the industry and wanting to help and support fellow operators, The Accommodation Project was created. Building on the confidence and proficiency of newcomers so that all properties find their place in an ever changing and exciting sector.