FEATURE: Summer Surge: How Hospitality in Melbourne & Sydney is Navigating the Season of Demand

As days grow longer and temperatures rise, Melbourne and Sydney’s restaurants and bars are buzzing with the unmistakable hum of summer service: long lunches stretching into lazy afternoons, and after-work drinks spilling into the early evening. For hospitality operators, this seasonal uptick isn’t just a boon for business, it’s a logistical challenge. Staff need to be hired, trained, and ready for the surge of diners walking through the door.

Justin Newton, Director of House Made Hospitality, notes that while Melbourne Cup traditionally marked the start of the busy season, 2025 brought a shift. “We felt it come a little earlier this year,” he tells Hospitality. “I think it’s the result of a very miserable winter. The sun’s come out now, people have got a bit more cash to spend, and we’re really finding that things are starting to ramp up a bit earlier than expected.”

That early surge comes with a familiar challenge: the hunt for skilled staff. “We are definitely on the hunt for more team members,” Newton says. “We’re always recruiting, but in summer there’s no time to waste.” Competition is fierce as venues across the city vie for the same pool of talent.

To meet demand, House Made Hospitality has adopted what Newton calls “cattle call” days, mass interviews where multiple applicants are assessed and offered positions on the spot. It’s a departure from the usual interview-and-trial process, which can take a week or more, time they simply don’t have during peak season.

With a growing portfolio of venues, including Hinchcliff House, Tilda, This Way Canteen, Martinez, and Etheus, House Made Hospitality has the advantage of scale. Newton explains that while CBD locations quieten over the Christmas period, suburban venues in Surry Hills and Bondi are buzzing.

Since launching House Made Hospitality four and a half years ago, Newton and his partners have focused on a core principle: nurturing talent. “Training, development, and nurturing is a core part of any decent hospitality group’s MO, as these days the industry is quite transient,” he says. The lessons of Covid, and recent government changes affecting the sponsorship of front-of-house staff, have reinforced the need to invest in local talent.

“You could have the best sommelier in the world, but there’s a time limit on how long they can stay,” Newton explains. “Training local staff isn’t just smart, it’s essential.” He emphasizes that people want to learn and develop, particularly younger workers entering the industry. “No one comes to work wanting to do a bad job. If they’re not performing, it’s often down to how they’ve been onboarded, inducted, or trained.”

During the busy season, House Made Hospitality runs mass training sessions to ensure staff are equipped to deliver a consistently high standard of service. Retention is equally important. “There’s a cost to having to rehire,” Newton says. “It puts stress on the team, service standards drop, and it takes time to rebuild rapport.”

At Bondi’s Alzado, Restaurant Manager Wietse Bruin echoes this sentiment. While the venue attracts plenty of applicants, particularly during summer, the business relies on consistent, long-term staff to train newcomers. “It’s a big menu, a different menu. You don’t learn that in a day,” he explains. New staff often start in the more casual space at Hotel Ravesis before moving upstairs, gradually building their skills in food, wine, and cocktail knowledge.

Retention at Alzado is fostered through culture and engagement. Bruin describes the business as a family, emphasizing fun, mentorship, and incentives. Staff are encouraged to contribute ideas to cocktail menus and service improvements, keeping them motivated while benefiting the business.

Andrew Lewis, CEO of Allara Global, underscores the broader significance of investing in staff. “If you treat casual staff merely as temporary help, that’s all they are likely to be,” he says. “Treat them as part of your core team, provide skills, and make them feel valued, you give them a reason to stay.”

Lewis notes that trained, engaged staff protect the brand. “During a busy period, inconsistent service can create negative reviews that last long after the holidays. Proper training is essential.” Beyond individual venues, he argues, investing in staff strengthens the entire hospitality sector, raising standards and making the industry a more attractive career path.

Allara currently supports clients putting 75 team members, casual and permanent, through training in guest experience, sales, and handling customer complaints. “This isn’t just good business sense; it’s a legal and ethical responsibility,” Lewis explains.

As Melbourne and Sydney brace for a season of long lunches, bustling bars, and sun-soaked terraces, the message is clear: a busy summer is only as successful as the team behind it. Investing in training, development, and retention isn’t just preparation, it’s the key to thriving in the hottest months of the year.