Spring and summer trigger the same mechanism almost every year – more domestic and international tourists, higher hotel occupancy, increased traffic in restaurants, seasonal outlets, and catering, followed by a sharp rise in demand for chefs, waitstaff, kitchen assistants, receptionists, housekeeping personnel, and back-of-house workers. The problem is that over the past ten years, the labor supply structure within HoReCa has changed more profoundly than the industry itself. As a result, the 2026 season may once again bring staffing tensions – although their nature may differ from those seen just a few years ago.
Poland’s first nationwide occupational shortage analyses in 2016 already identified gastronomy and hospitality as sectors with increasing workforce shortages, particularly in roles such as cooks, kitchen assistants, and waiters. In the following years, the problem intensified. The Polish economy was expanding, unemployment was falling steadily, and as consumer spending grew, so did the number of restaurants, accommodation facilities, and tourism-related investments. In 2015, registered unemployment exceeded 9%, while just before the COVID-19 pandemic it had dropped to around 5%, significantly reducing the available pool of seasonal workers.
It was during 2017-2019 that the HoReCa sector became increasingly dependent on foreign workers – primarily from Ukraine, Belarus, and to a lesser extent Asia. This was driven not only by shortages of domestic candidates, but also by the nature of the work itself: seasonality, shift schedules, high pressure, and relatively low wages compared to other sectors. At the height of the summer season, demand for hospitality and gastronomy workers in tourist-heavy regions – especially coastal areas, mountain destinations, and major cities – often increased by several dozen percent compared to winter months.
COVID-19 completely disrupted the long-term labor market model. Lockdowns, restrictions on gastronomy and tourism, and mass layoffs pushed hundreds of thousands of workers into other industries – logistics, retail, manufacturing, and e-commerce. For many, this became a permanent career shift. HoReCa stopped being perceived as a relatively stable source of seasonal income and instead became associated with high risk and sudden job insecurity.
This was also the period when the industry lost a significant portion of its experienced mid-level workforce – line cooks, floor managers, receptionists, and operational specialists. When the economy reopened, the problem was no longer solely about worker numbers, but also about the quality and experience of available candidates.
Following the post-pandemic rebound, demand returned faster than staffing capacity. Rising domestic tourism, recovering international travel, and high inflation created a new reality. The industry needed workers, but operating costs – energy, rent, food, and wages – were increasing rapidly.
Poland’s minimum wage rose sharply, reaching PLN 30.50 gross per hour in 2025. For HoReCa, this meant significantly higher baseline labor costs, particularly for business models heavily dependent on seasonal, high-turnover staffing. At the same time, higher statutory wages did not automatically make the sector more attractive, because gastronomy often continued to lose to logistics, warehousing, or basic manufacturing in terms of schedule predictability and employee benefits.
In practice, during 2022-2024, the HoReCa labor market entered a phase of “more expensive shortages” – too few candidates, with those available expecting substantially better pay and working conditions. Tips, seasonal accommodation, and flexible contracts became increasingly important recruitment factors.
The year 2025 brought a more complex picture. On one hand, unemployment rose slightly and the number of job vacancies across the broader economy declined, theoretically increasing the candidate pool. Poland’s Central Statistical Office (GUS) data suggested a year-over-year decline in vacancies, indicating partial labor market cooling. On the other hand, HoReCa still faced a structural issue – broader candidate availability does not automatically translate into more people willing to work in hospitality.
The core issue remains unchanged: the industry competes not only on wages, but also on lifestyle. Weekend shifts, evening work, seasonality, and physically demanding conditions are becoming less attractive to younger workers, especially when comparable pay can be found in retail or delivery services.
The most likely scenario is renewed staffing pressure, though more selective than before the pandemic. The challenge is no longer simply a “lack of workers,” but rather a shortage of workers in specific locations and segments.
The largest shortages are likely to appear once again in coastal resorts, mountain destinations, seasonal gastronomy, mid-range hotels, and event catering. Large hotel and restaurant chains offering better employment structures will likely be in a stronger position than smaller family-run businesses.
Labor migration will continue to play an increasingly important role – especially from Asia, Latin America, and selected Eastern European countries – but recruitment speed may still be constrained by visa and administrative procedures, which have remained a key challenge for Polish employers since 2024.
Over the last ten years, nominal wages in HoReCa have increased substantially, but the sector’s real attractiveness has not always kept pace with inflation or competing industries. Seasonal wages that were sufficient a decade ago now often require additional incentives – attendance bonuses, housing, meals, or tips.
In 2026, simply increasing hourly rates may not be enough. A full employee value proposition is becoming more important – legal employment, schedule stability, predictable working conditions, and social support.
For HoReCa ahead of summer 2026, the most important question is no longer “Can we find anyone?” but “Can we find the right people early enough?” Businesses that delay recruitment may once again enter peak season understaffed, facing wage pressure and declining service quality.
The past decade clearly demonstrates that seasonal labor shortages in hospitality are no longer an anomaly, but a structural market norm. Only their causes are evolving – from low unemployment, to pandemic disruption, to inflationary and demographic pressures. Summer 2026 is unlikely to be an exception. Once again, rising demand will meet constrained labor supply, and competitive advantage will belong to employers who treat recruitment not as a temporary seasonal expense, but as a strategic investment.
