Hotels across the United States are heading into peak season with fewer staff, tighter operations and higher compliance costs. The US Hotel labour shortage is being felt most where properties rely on seasonal workers and temporary programmes such as the H-2B visa and J-1 visa.
The wider travel sector supports about 15 million jobs, with hotels employing roughly 8 million people. Around a third of these roles are held by immigrants, and just over 31% of workers in traveller accommodation are foreign-born.
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As visa rules shift and processing times vary, visa policy uncertainty is shaping nearly every staffing decision.
Visa caps and checks are reshaping hotel staffing
The H-2B visa is capped at 66,000 places a year, split across two halves of the fiscal year, with extra visas added in FY2025.
Even with the top-up, the first-half allocation closed in September 2024 and the second-half filled by March 2025, showing strong demand from employers.
Enforcement has also tightened, prompting more background checks and stricter Form I-9 record-keeping. Many hotels report unfilled vacancies despite wider recruitment, which reduces room inventory, pushes up overtime and slows training.
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By GlobalDataImpacts differ across resort, city and rural markets
Policy changes do not hit all locations the same way. Resort destinations such as Cape Cod, the Florida Keys and mountain towns depend heavily on seasonal visa holders when demand surges.
In cities like Miami — where a high share of hotel staff are foreign-born — hotels compete with restaurants and retail for the same workers. Rural properties face long commutes and limited public transport, making local hiring tougher.
International gateway cities including New York, Los Angeles and Chicago benefit from multilingual teams, yet still face tight labour markets and rising costs.
How operators are building resilience
To manage the US hotel staffing squeeze, operators are spreading risk across multiple hiring routes.
Common steps include early H-2B filings, use of J-1 trainee programmes and, where feasible, EB-3 sponsorships for longer-term roles. Cross-training lets teams cover each other during peaks, while internal training hubs and mentorship create a bench of multi-skilled staff.
Hotels are also partnering with colleges and workforce centres to grow local pipelines, running routine I-9 reviews to stay compliant, and using simple self-service tech for low-touch tasks so staff can focus on guest-facing work.
Real-world examples show the value of mixed strategies.
Cote Hospitality blends local hiring with H-2B seasonal workers at Grand View Lodge in Minnesota while promoting from within.
Xanterra staffs the Grand Hotel near the Grand Canyon with a mix of local recruits, H-2B workers and J-1 trainees to smooth seasonal swings.
Large brands continue to urge lawmakers to pursue immigration reform to stabilise hotel jobs and speed visa processing.
Outlook: planning around visa policy uncertainty
With visa windows opening and closing quickly — and processing times shifting year to year — hotels are using scenario planning to forecast best- and worst-case staffing outcomes.
The aim is straightforward: keep rooms open and service consistent even when the labour market is tight.
By diversifying recruitment, strengthening compliance and building internal mobility, operators can reduce disruption and protect guest experience during peak season.
