The hospitality industry is currently facing an acute labor shortage, especially in the restaurant sector. According to the National Restaurant Association, forty-five percent (45%) of restaurant operators report needing more employees due to increased customer demand, but 70 percent struggle to fill job openings.[1] The lack of staff is causing significant disruptions in their operations.
There is a total employment of 15.7 million in the restaurant and food service industry. It was estimated that the industry will add an average of 150,000 jobs annually until 2032, with overall staffing levels reaching 16.9 million by 2032.[2] Operators are turning to technology and the gig economy to cope with this situation. According to a recent survey, one in four operators stated that in their segment, using gig workers to fill in staffing gaps will become more common in 2024. Furthermore, almost half of the operators (47 percent) believe using technology and automation to address the current labor shortage will become more prevalent.
Several factors contribute to this situation, such as the changing demographics of the state resulting in a shortage of young workers who traditionally comprise the restaurant workforce, the demanding work, and low pay associated with the hospitality industry, which can discourage job seekers and the global health crisis that has caused many workers to reassess their careers, with a preference for sectors that offer more stability and better working conditions.
Effective Strategies to Address the Escalating Workforce Shortage
Gig Employment
Gig employment, also known as the gig economy, has gained popularity due to its flexibility for workers and employers.
By tapping into this pool of workers, companies can fill gaps in their workforce more efficiently. Another advantage is access to a broader talent pool.
Gig employment allows companies to access a larger talent pool beyond their immediate geographic area.
According to a survey by the National Restaurant Association, about a quarter of surveyed operators reported that they would consider using “gig workers,” or independent contractors supplied by a third-party service, to supplement existing staff.[3]
Hiring gig workers can be cost-effective for companies, as they often do not have to provide benefits such as health insurance, paid time off, or retirement plans.
This cost savings can be attractive to businesses facing financial constraints due to the labor shortage.
Gig workers often bring specialized skills and expertise to the table. Companies facing labor shortages in specific specialized roles can benefit from tapping into the gig economy to find individuals with the particular skills they need for short-term projects.
This type of employment allows companies to scale their workforce up or down quickly in response to fluctuating demand. This agility can be crucial for businesses operating in industries with seasonal variations or unpredictable workload patterns.
As the gig economy continues to evolve, policymakers, businesses, and workers will need to work together to ensure that gig employment is a sustainable and equitable solution to labor shortages while also protecting workers’ rights and well-being.
Collaborating with Development Agencies to Expand Opportunities for a Diverse Workforce
Partnering with local workforce development agencies presents a strategic opportunity to combat the labor shortage in Wisconsin’s restaurant sector.
These specialized agencies excel in bridging the gap between job seekers and employers. They can tap into various talent pools, including individuals seeking a career change, veterans, and previously incarcerated individuals seeking a fresh start. Twenty-one percent (21%) of restaurant and foodservice employees were born outside of the United States – compared to 19% of employees in the total U.S. employed labor force.
The top non-U.S. countries of birth for restaurant and foodservice employees are Mexico, China and El Salvador. Among the major restaurant occupation categories, chefs (44%) and cooks (31%) are the most likely to have been born outside of the U.S.
Twenty-three percent (23%) of managers and 16% of supervisors were born outside of the U.S. Eighteen percent (18%) of waitstaff and 17% of food preparation and counter workers were born outside of the U.S.[4]
Workforce development agencies are crucial in connecting job seekers from various backgrounds with potential employers in the restaurant industry. By partnering with agencies, restaurants can tap into a broader talent pool that includes individuals with diverse skill sets, experiences, and perspectives.
Having access to a diverse workforce brings several benefits to a restaurant. Firstly, it can lead to the introduction of fresh perspectives and innovative ideas within the establishment.
Employees from different backgrounds may approach tasks and challenges uniquely, fostering creativity and bringing new solutions. This diversity of thought can spark innovation and help the restaurant stay competitive in an ever-evolving industry. It can enhance the overall customer service quality provided by the restaurant.
Employees with varied backgrounds and experiences may better understand and cater to the diverse needs of customers, leading to a more inclusive and personalized service experience. Customers from different demographic groups may also feel more welcomed and valued when they see diversity reflected among the restaurant staff.
Establishing a connection with workforce development agencies can ensure a steady stream of workers for current needs and future growth. Agencies can collaborate with restaurants to anticipate staffing requirements and help ensure qualified candidates are always ready to fill open positions.
The EB-3 Visa as a Strategic Response
The EB-3 visa emerges as a constructive solution to the workforce deficit in Wisconsin’s restaurant industry.
This particular visa arrangement allows local employers to sponsor international workers for permanent residency when qualified American candidates are unavailable.
Specifically, the EB-3 visa program encompasses three subcategories, but the ‘other workers’ segment is particularly beneficial to the restaurant industry, as it caters to entry level positions.[5]
Customized Training Programs
Restaurants can assist in developing training programs catering to the specific skills required in their establishments.
These programs can encompass practical on-the-job training and classroom instruction, ensuring new hires are well-equipped and ready to contribute effectively. The U.S. Bureau of Labor Statistics predicts a 6% increase in demand for chefs and cooks over the next decade.[6]
Workforce development agencies may offer subsidies or incentives to employers who hire through their programs. These incentives can offset the costs of training new employees, making it a more economical solution for restaurants looking to bolster their staff numbers.
Positive Community Impact
Hiring through workforce development agencies can positively impact the local community by reducing unemployment and helping individuals acquire valuable skills. This can enhance the restaurant’s reputation as a community-focused business, potentially attracting more customers and job seekers.
According to 2024 State of Restaurants Report, 78% of restaurants spend over $2,000 on the training of each new employee.[7] Collaborating with educational institutions to create specialized training programs can ensure a continuous supply of trained workers for the restaurant industry. High schools, vocational schools, and community colleges can partner with local restaurants to offer culinary programs, internships, and apprenticeships.
These programs can assist students and job seekers in developing the skills necessary for roles in the restaurant sector and provide a clear pathway into the industry.
Embracing Technology and Automation
Implementing technology and automation can help restaurants cope with a shrinking workforce by streamlining operations. By integrating advanced technologies into their processes, restaurants can improve efficiency, reduce the need for a large staff, and enhance the customer experience.
According to a recent survey, nearly half of all restaurant operators (47%) have said that they are now turning to technology and automation to help alleviate the labor shortages they face. This trend is particularly prevalent amongst full-service (44%) and quick-service (49%) restaurants.[8]
Self-service kiosks enable customers to place orders without staff intervention, reducing wait times, allowing employees to focus on food preparation, and enhancing customer service. This technology can also extend to mobile ordering systems, where customers can place orders and make payments through a smartphone app, reducing the reliance on front-of-house staff.
Advanced POS systems can streamline the ordering and payment processes, making it easier for staff to manage multiple tasks efficiently. Modern POS systems often include inventory management tools that alert managers when supplies are low, reducing waste and ensuring popular items are always available.
Automation in the kitchen can come from intelligent appliances and food preparation robots. Automated grills, fryers, and robotic arms can handle repetitive tasks precisely and consistently, allowing kitchen staff to focus on more complex culinary duties or customer service responsibilities.
Digital tools can aid inventory tracking and staff scheduling, often consuming significant managerial time. Managers can optimize staffing levels and reduce time spent on administrative tasks by utilizing software that predicts inventory needs based on sales data and automates the scheduling process.
CRM systems allow restaurants to gather customer preferences and behavior data, enabling personalized marketing and improving customer loyalty. This technology can help restaurants target their marketing efforts more effectively, potentially increasing revenue without the need for additional staff.
Tabletop tablets for ordering and payment can streamline the dining experience for customers, suggesting additional items to increase the average order value. These systems can also entertain guests while they wait for their food, enhancing their overall experience.
Automated systems can efficiently manage delivery logistics for restaurants offering delivery services, ensuring orders are dispatched promptly and delivered hot. This may involve integrating third-party delivery services, route planning software, and real-time customer tracking.
The adoption of these technologies cannot only mitigate the impact of labor shortages but also lead to long-term cost savings. It is important to balance technology implementation with the need for human interaction, as the hospitality aspect of dining remains a critical part of the restaurant experience.
Staff may require training to adapt to new systems, and investments in technology should be carefully planned to meet the business’s needs and deliver a return on investment.
With thoughtful implementation, embracing technology and automation can revolutionize the restaurant industry in Wisconsin, addressing labor challenges and paving the way for future growth and success.
Community Engagement and Brand Building
Restaurants can establish a solid local brand presence by actively engaging with their communities. The 2024 State of Restaurant Report shows that Facebook is the most popular social media platform for restaurant marketing in the US. The report states that 81% of restaurant owners use Facebook to promote their business.[9]
This involvement can include participating in local events, supporting community initiatives, and creating a positive work environment that encourages current employees to refer friends and family—a restaurant viewed as an engaged and supportive community member can attract workers seeking meaningful employment.
The hospitality industry in Wisconsin, especially the restaurant sector, is facing a severe labor shortage, which calls for innovative solutions. One potential solution is to tap into the gig economy and hire gig workers to supplement the existing workforce.
Another effective strategy is to work with development agencies and international worker recruiters to expand opportunities for a diverse workforce. By partnering with these agencies, restaurants will have access to a broader talent pool that includes individuals from various backgrounds with diverse skill sets and experiences.
Ultimately, addressing the labor shortage will require a collaborative effort from policymakers, businesses, and workers to ensure a sustainable and equitable solution that benefits everyone involved.
How to Find Solutions to Wisconsin’s Hospitality Labor Shortage
Labor Shortage (Step-by-Step)
Step 1: Confirm the real size of your staffing gap.
Start by measuring your shortage in a way that ties directly to service quality and profit, not just “we feel understaffed.”
Track weekly vacancies by role (server, line cook, dishwasher, host), plus overtime hours, missed breaks, shortened operating hours, delayed ticket times, and any menu items you’ve stopped offering because you can’t staff the station.
Then compare your internal numbers to national turnover pressure using the Bureau of Labor Statistics Job Openings and Labor Turnover Survey (JOLTS), especially the “quits” trends for leisure and hospitality, to understand whether your issue is mainly recruiting (not enough applicants) or retention (too many resignations).
This baseline tells you what to fix first and gives you a clean way to measure improvement month over month.
Step 2: Fix the “easy losses” that drive turnover.
Before spending more money on recruiting, remove the common day-to-day issues that quietly push good employees out.
Start with a quick audit of scheduling fairness (who always gets the worst shifts, who gets last-minute changes, and how often schedules are posted late), then review shift length and workload balance so teams aren’t constantly burned out during peak hours.
Check whether break policies are clear and actually followed, because missed breaks and inconsistent rules create resentment fast.
Next, focus on manager training, since many quits are triggered by poor supervision rather than the job itself; train managers on respectful communication, conflict resolution, coaching new hires, and setting clear expectations.
When BLS data shows high “quits,” it’s a signal that retention levers, predictability, fairness, and leadership, need attention, not just a bigger hiring funnel, because replacing workers repeatedly costs more than keeping them.
Step 3: Build a short-term “coverage plan” using gig support.
Create a simple, repeatable system for filling shifts when you know demand will spike or staffing will dip, such as weekends, local events, holidays, and last-minute call-outs.
Start by listing the roles that can be safely supported by short-term help, then break each role into approved tasks that don’t require deep training or sensitive access, like bussing tables, basic prep support, dishwashing, stocking, or running food, while keeping higher-risk duties (cash handling, alcohol service, complex cooking stations) for trained core staff.
To keep service consistent, set clear rules before anyone starts: a fast onboarding checklist (IDs, contact details, uniform standards), a short food-safety and hygiene briefing, who the shift lead is, what “success” looks like for the shift, and how to handle issues or emergencies.
Put expectations in writing, confirm start/end times, and use a quick post-shift rating so you can invite strong gig workers back and avoid repeat problems, turning gig support into a reliable backup bench rather than a chaotic last-minute scramble.
Step 4: Partner with local workforce development agencies.
Treat workforce agencies like a long-term hiring partner, not a one-time job board, by setting up a clear referral pipeline for career changers, veterans, and other local candidates who want steady work.
Start by meeting with an agency representative and sharing a simple “role profile” for each opening, pay range, shift patterns, physical demands, required soft skills (speed, teamwork, customer mindset), and what a successful 30 days looks like, so they can pre-screen applicants accurately.
Then make onboarding structured and repeatable: provide a one-page orientation outline, a short training checklist for the first week, and a designated point person at your restaurant who can answer questions and give feedback on referrals.
When agencies know exactly what you need and what training you provide, they can send better-fit candidates, reduce early turnover, and help you build a steady flow of applicants who are ready for your specific pace and standards.
Step 5: Create a simple training system that lowers churn.
A clear training system keeps new hires from feeling lost, overwhelmed, or embarrassed, three of the biggest reasons people quit in the first few weeks.
Document just 3–5 core workflows that drive most daily success, such as opening and closing duties, prep-station setup, guest greeting and handoffs, customer recovery when something goes wrong, and sanitation and food-safety routines.
Keep each workflow simple: a short checklist, the standard time target, the “non-negotiables,” and the most common mistakes to avoid.
Pair that with a buddy or shift lead who checks progress at the end of each shift, so new team members get quick feedback and small wins early.
When employees know exactly what “good” looks like and can reach competence faster, they become productive sooner, make fewer errors, and are much more likely to stay.
Step 6: Add “smart automation” to reduce labor pressure without hurting hospitality.
Use technology to remove repetitive work so your team can spend more time on guests, not screens or paperwork.
Start with the biggest time-drains: a modern POS that speeds ordering and payments, inventory alerts that prevent last-minute 86’d items, scheduling tools that reduce manager hours and improve shift fairness, and mobile ordering for quick-service or high-volume periods.
In some settings, kiosks can help with basic ordering during rushes, but they should support, not replace, human service, especially for guests who want recommendations or have special requests.
The key is rollout: train staff with short, role-based demos, create a simple “what to do when it fails” backup plan, and assign one tech point person per shift so problems don’t spiral into chaos.
When implemented thoughtfully, automation reduces stress, cuts errors, and helps you run leaner without sacrificing the warm, personal experience that keeps customers coming back.
Step 7: Consider EB-3 (Other Workers) as a long-term staffing strategy.
If local recruiting and retention improvements still leave you short-staffed, EB-3 (Other Workers) can be a practical long-term option for filling permanent, full-time entry-level roles when qualified U.S. workers are not available.
Unlike short-term staffing fixes, EB-3 is a structured, employer-led immigration pathway that typically starts with PERM labor certification, where the employer follows Department of Labor rules to test the labor market and document the job opportunity, wage, and recruitment efforts before moving forward with the immigrant petition.
Because this process takes time and requires strict compliance, it works best for employers who can plan ahead, standardize job requirements, and commit to stable staffing needs rather than last-minute shortages.
Done properly, EB-3 can help Wisconsin hospitality businesses build a more reliable workforce pipeline while staying aligned with legal requirements and worker protections.
Step 8: Verify EB-3 eligibility rules for entry-level roles.
Before investing time and money, confirm that the position truly fits the EB-3 “Other Workers” category and is structured correctly for a permanent hiring need.
USCIS describes EB-3 “other workers” as jobs that require less than two years of training or experience and must be not temporary or seasonal, which is especially relevant for hospitality employers that may have peaks and slow periods but still maintain year-round staffing needs.
Review the job description carefully to ensure the requirements are realistic, consistent, and not inflated, because overstating experience or adding unnecessary credentials can create compliance problems and delay the case.
It’s also smart to cross-check definitions with the U.S. Department of State’s employment-based immigrant visa guidance, since consular processing follows State Department procedures after petition approval.
When your role, requirements, and staffing intent align with these official definitions, you reduce risk, avoid rework, and set up the EB-3 process on a solid foundation.
Step 9: Align solutions with industry realities and demand forecasts.
Make staffing decisions based on where the industry is headed, not just what hurts this month, so your budget and hiring plan stay realistic.
Use credible industry reports to estimate how many hires you’ll need each year after accounting for turnover, seasonal swings, and business growth, then build those numbers into labor cost forecasts, training spend, and recruiting capacity.
The National Restaurant Association has highlighted that many operators continue to report difficulty filling openings and that the restaurant and foodservice workforce is expected to keep expanding through 2032, which signals that competition for reliable entry-level workers will likely remain strong.
When you combine those trends with your own historical data, you can choose the right mix of solutions, retention improvements, workforce partnerships, smart automation, and long-term pipelines like EB-3 so you’re not constantly reacting, but steadily building a workforce strategy that matches real demand.
Step 10: Measure results monthly and adjust.
Set a monthly review rhythm so staffing improvements don’t fade after the busy week ends.
Track a small scorecard: time-to-fill for each role, 30/60/90-day turnover, labor cost percentage, schedule stability (how often shifts change last-minute), guest satisfaction signals (reviews, complaint logs, speed of service), and training completion for new hires and managers.
Then connect the dots, if time-to-fill improves but early turnover stays high, your onboarding or management practices still need work; if labor cost drops but guest satisfaction falls, you may be cutting too deep or missing peak coverage.
Use the data to make one or two focused changes each month, like improving shift predictability, strengthening station training, or expanding your best-performing recruiting channel.
When you consistently double down on the tactics that reduce churn and protect service quality, your operation becomes steadier, your hiring becomes easier, and your team morale improves over time.
Frequently Asked Questions: Wisconsin Hospitality Labor Shortage Solutions
1 Why are Wisconsin restaurants and hospitality businesses struggling to hire right now?
Wisconsin hospitality businesses are short on workers for a few big reasons happening at the same time.
Fewer young workers are available compared to past years, and many of the people who used to take restaurant jobs are choosing other industries.
Hospitality work can also be physically demanding, fast-paced, and stressful, which makes it harder to keep employees long-term.
Pay and benefits are another issue, because other employers may offer higher wages, steadier hours, or better schedules.
The pandemic also pushed many workers to rethink what kind of job feels stable and healthy, and some never came back to restaurants.
When all of that hits at once, restaurants end up with open shifts, shorter hours, and slower service because they simply do not have enough staff.2 What are the fastest ways to cover shifts when we are short-staffed?
One of the quickest options is to build a short-term coverage plan using gig workers for roles that are easier to learn quickly.
Many restaurants use gig workers for tasks like dishwashing, bussing tables, stocking, basic prep support, and running food, while keeping higher-risk duties for trained employees.
The key is to make gig support organized instead of chaotic by using a simple onboarding checklist and clear rules for every shift.
You can brief gig workers on food safety basics, uniform standards, who the shift lead is, and what “success” looks like during rush times.
After the shift, rate performance so you can invite the best workers back and avoid repeat problems.
Over time, this creates a reliable “backup bench” you can call when demand spikes.3 How can restaurants improve retention so people stop quitting so often?
Retention improves when you fix the everyday issues that quietly push good employees out.
Start with scheduling, because fairness and predictability matter more than many owners realize, especially for workers juggling school or family.
Post schedules earlier, reduce last-minute changes, and spread the toughest shifts more evenly so the same people are not always burned out.
Make sure break policies are clear and actually followed, because missed breaks quickly create resentment.
Train managers on respectful communication, coaching, and conflict resolution, since many employees quit managers more than they quit the job.
When workers feel supported, treated fairly, and able to plan their lives, they are far more likely to stay.4 What can local workforce development agencies actually do for hospitality hiring in Wisconsin?
Workforce development agencies can help restaurants reach job seekers they might not find through normal ads, including career changers, veterans, and people rebuilding their lives after incarceration.
These agencies often pre-screen candidates, help match people to roles that fit their goals, and may offer training support that reduces the burden on the employer.
For restaurants, this can mean a steadier flow of applicants and better early retention because candidates understand the job before they start.
A diverse workforce can also improve customer service because staff may better connect with different guests and needs.
To make the partnership work, restaurants should share clear role profiles, pay ranges, shift expectations, and what success looks like in the first 30 days.
When agencies and employers stay aligned, it becomes a long-term hiring pipeline instead of a one-time referral.5 How can technology and automation help without hurting the “hospitality” experience?
Technology helps most when it removes repetitive work so staff can focus on guests instead of paperwork.
Tools like modern POS systems can speed up ordering and payment, while inventory alerts reduce shortages and last-minute menu changes.
Scheduling software can also cut manager time and improve shift fairness, which helps retention.
For high-volume settings, mobile ordering or self-service kiosks can reduce bottlenecks during rushes, but they should support human service rather than replace it.
The rollout matters, so train staff in short, role-based steps and create a simple backup plan for when the system fails. When implemented thoughtfully, automation reduces stress, cuts errors, and helps restaurants operate leaner while still delivering warm, personal service.6 Is the EB-3 visa a realistic long-term solution for Wisconsin hospitality staffing?
EB-3 can be a practical long-term option when a restaurant has permanent, full-time roles and cannot find enough qualified U.S. workers.
It allows an employer to sponsor certain international workers for permanent residency, and the “other workers” category can fit entry-level jobs that require less than two years of training or experience.
This is not a quick fix, because it usually involves steps like labor certification and strict compliance rules, so it works best for employers who plan ahead.
Restaurants should make sure the job is truly year-round and not seasonal, and that the job requirements are realistic and consistent.
When done correctly, EB-3 can help build a more stable staffing pipeline instead of relying on constant hiring emergencies.
Many businesses use it alongside retention improvements, workforce agency partnerships, and smart technology so they have both short-term coverage and long-term stability.
