The UK Hospitality Recruitment Market (2024–2025):
FOH, Revenue & Operations Director
The UK hospitality recruitment market in 2024–2025 is undergoing a notable shift as vacancy levels ease from post-pandemic highs but remain above pre-COVID norms. By Q4 2024, job vacancies in accommodation and food services fell below 100,000 for the first time since the pandemic—around 98,000—yet still sat roughly 5,000 higher than in 2019. According to ONS data, this downward trend continued into Q1 2025 (~82,000) and Q2 2025 (~79,000). The first quarter alone saw vacancies fall 21.5% year-on-year (about 23,000 fewer roles), with a further 19.3% drop in March–May versus the same 2024 period. Seasonal hiring has taken a harder hit, with summer 2025 postings down 25%compared to last year, driven largely by higher National Insurance contributions (NICs) and National Living Wagecosts. At the same time, more employers are turning to experienced over-50s to strengthen FOH service and retention, even as ongoing cost pressures contribute to an average of two hospitality venue closures per day in the first half of 2025.
Market context & vacancy trends
Vacancy levels have been trending down since late 2024 but remain slightly above 2019.
Illustrative ONS-based levels: Q4 2024 ≈ 98,000 vacancies, Q1 2025 ≈ 82,000, Q2 2025 ≈ 79,000 (Accommodation & Food Services).
Seasonal postings fell sharply year on year into summer 2025, reflecting cost control across the sector.
A growing share of over-50s in hospitality has helped stabilise service teams and retention.
Ongoing site closures among smaller operators are trimming the number of available roles outside major urban centres
Role-by-role insights
Front-of-House (FOH)
What’s positive
More experienced talent entering or returning to FOH, including older workers who lift service quality, reliability, and team mentoring.
With vacancy pressure easing, acceptance rates improve when packages and progression are clear.
What’s challenging
Fewer seasonal/entry-level roles are being posted, shrinking the pipeline of future supervisors and managers.
Wage and scheduling expectations are higher; candidates favour employers with predictable shifts and transparent pay bands.
Hiring tips
Lead with flexibility (stable patterns, optional extra hours), training (coffee, wine, service craft), and clear progression ladders (Team Member → Supervisor → Assistant Manager).
Consider multi-site or event-support contracts to increase weekly hours and earnings.
Operations Directors
What’s positive
Ops leadership is critical to productivity, standards, and multi-site consistency; boards still prioritise the role.
Consolidation creates opportunities to professionalise processes and unlock scale benefits.
What’s challenging
Site closures and cautious expansion temper demand outside big cities.
Mandates are broader—cost, people, compliance, and CX—so candidates need wider spans of control and data confidence.
Hiring tips
Pitch the transformation story (playbooks, labour modelling, procurement discipline, guest-journey improvements).
Offer clear autonomy, budget authority, and a 12-month roadmap with measurable wins.
Revenue Directors
What’s positive
Commercial leadership remains essential in resilient markets (e.g., London, event-led cities).
Strong ADR/RevPAR in core locations supports investment in pricing, mix management, and channel strategy.
What’s challenging
Budget caution means more replacement hires than net-new headcount.
Candidate expectations include hybrid working and defined transformation agendas (tech stack, BI tooling, forecast accuracy targets).
Hiring tips
Advertise the mandate (e.g., “+2–3 pp margin via mix and distribution”), the tooling (PMS/RMS/BI), and reporting lines.
Be explicit on scope (cluster vs. single asset), team size, and KPIs (RevPAR index, GOPPAR lift, conversion).
Positives vs negatives: quick snapshot
Positives
Demand is steady in core markets; senior commercial and ops roles remain mission-critical.
Vacancy pressure has eased, improving time-to-hire and acceptance rates.
Experienced talent pool (including over-50s) strengthens FOH stability and service.
Negatives
Higher labour costs and NICs keep teams lean; many requisitions face tighter approval.
Seasonal/entry-level cuts reduce FOH pipelines.
Closures and uneven regional demand limit opportunities outside hubs.
What to do now (practical moves)
Hire for range, not just role
Prioritise multi-skilled FOH and leaders who can flex across service, events, and training.Publish pay bands and progression
Transparent steps tied to skills shorten time-to-accept and reduce churn.Rebuild the pipeline
Launch apprenticeships/term-time contracts now so they convert before Q4 peak.Target resilient markets first
Focus senior searches where ADR/RevPAR is strongest; consider interim/fractional leadership for transformation projects.Make the business case
For Revenue/Ops Directors, quantify the mandate (e.g., +2–3 pp margin, –5% labour variance) and the tools and autonomy to deliver.
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Final word
The UK hospitality market in 2024–2025 is balancing steady demand with tighter cost control. Senior hires in revenue and operations remain vital to performance, while FOH success hinges on experienced, multi-skilled teams and clear progression. Focus your energy on resilient markets, rebuild your early-career pipelines, and make every leadership hire count.
Further reading on UK hospitality recruitment & jobs
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