A decade ago, summer work was primarily the domain of schoolchildren and students, who would join the ranks of production, warehouses, or the hospitality industry for two months. Today, young people are still eager to take on seasonal jobs, but a new trend is emerging — they are increasingly choosing offers with the prospect of longer-term collaboration. This poses a challenge for companies that have relied on seasonal “staff boosts.” What are the consequences of this shift in the mindset of young workers for employers? And, more importantly, how can they cope with it?

A few years ago, summer work was mainly associated with short-term contracts of 2-3 months, particularly in industries like hospitality, catering, retail, and agriculture/food sectors. The main reason for students and schoolchildren to take up such employment was the desire to earn money during the break from school or university. Nowadays, although there are still plenty of short-term job offers, the nature of the job market and young people’s attitudes are changing. They are no longer seeking a temporary source of income, but rather a place where they could stay longer.

“From our observations, we can see that summer work is still popular among young people, but their approach to it has changed. In the past, short-term seasonal contracts for 2-3 months, especially in production, warehouses, or fruit picking, were dominant. Today, young people are increasingly less likely to choose this model of cooperation. We can see this in the number of people under 26 we hire for seasonal work – this year, compared to 2024, the number has dropped by 35%,” says Agnieszka Kukier, recruiter at Smart Solutions HR.

More and more high school students and university students are already looking for employment that not only provides extra income during the summer but also allows them to gain experience in the direction they want to develop professionally. They prefer to take on a more stable job, often with the prospect of continuing after the summer.

“Even if they work fewer hours at the peak of the season, stability and the prospect of further collaboration matter more to them. Young people prefer permanent employment over a ‘summer gig.’ And this requires a change in attitude from employers as well,” Kukier points out.

New challenges…

The gradual decline in the attractiveness of the classic summer work model, observed by experts at Smart Solutions HR, primarily affects employers. The decreased availability of staff forces companies to compete for candidates not only with wages but also with accommodation, meals, or flexible schedules, which in turn increases operational costs. A key challenge is the growing “staff shortage” during the summer period. Companies that have relied on a “boost” of seasonal workers now have to deal with a steadily increasing lack of employees. This is especially noticeable in sectors requiring physical labor – in production, warehouses, or agriculture – where turnover is high, and onboarding new staff takes time.

“Companies can no longer rely on the fact that each summer there will be enough young people willing to work to solve the staffing shortages. Young people’s expectations are changing. Findings from the ‘Work War Z’ report by the research platform Enpulse suggest that young people are looking for stability and opportunities for growth. For 35% of those under 26, career prospects are the most important, while 26% prioritize acquiring knowledge and new skills. From our observations, instead of typical summer jobs, many prefer an internship – something that may come with a lower salary but can also be listed on a CV. Summer work won’t disappear, but it requires a more thoughtful strategy – one that opens up to different groups of candidates and plans recruitment in advance. Without this, the risk of a ‘staff shortage’ in the season will only increase,” signals Kukier.

…but also new opportunities

According to an expert from Smart Solutions HR, in light of the new expectations of young workers, companies should rethink their hiring strategies. The key is to plan ahead and diversify candidate sources, such as targeting seasonal job offers to individuals over 50 years old or intensifying recruitment efforts aimed at foreign workers.

“In response to the changing mindset among young people, it is worth directing seasonal job offers to different age and nationality groups. Alternatively, companies could go in the opposite direction – by preparing internship or apprenticeship programs with the option to extend cooperation. This attracts young people who are looking for more than just a one-off job and allows companies to build a base of loyal employees,” emphasizes Kukier. “With this approach, seasonal recruitment can stop being an annual ‘fire-fighting’ task and become the beginning of long-term relationships.”

Sources: Enpulse report “Work War Z,” Smart Solutions HR’s own study