Seasonal Employment: Tips and Considerations

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Many organizations rely on seasonal workers to supplement their regular workforce during peak times. This often occurs during busy seasons or holidays, as there’s an influx of business activity. While similarities exist, there are important differences between seasonal and regular employment. Due to these differences, hiring and reliance on seasonal workers can present significant and unexpected challenges for employers. 

This blog explores seasonal employment, including the reasons organizations hire seasonal workers, considerations when hiring and recruiting seasonal workers, and helpful tips for recruiting and establishing a seasonal workforce. 

Why Do Employers Rely on Seasonal Employees? 

Employers often hire seasonal workers when they need extra help. This need may be based on industry demands, financial reasons or increased consumer traffic, such as during the holiday season. Seasonal employment is more common in certain industries, such as delivery services, resorts and agriculture. 

Seasonal workers can help fill workforce gaps and perform much-needed tasks and responsibilities without employers having to hire full-time employees who may not be needed once the bustle dies down. 

Additional Benefits of a Seasonal Workforce

Workforce flexibility—Hiring seasonal employees gives employers flexibility with their workforce. Employers can decide when to hire workers, how many to hire and how long their employment will last. 

Cost-effective labor—It may not be economical to hire full-time employees when employers only need workers for a brief or limited duration. Seasonal employees can help reduce workforce costs since seasonal workers are a cost-effective alternative to hiring full-time employees. For example, seasonal employees typically are paid less, do not work enough hours to qualify for overtime, receive less training and do not receive benefits. 

Trial employment—By hiring seasonal workers, employers can determine whether those employees will be a good fit for their organization before deciding to hire them as full-time employees. 

Hiring Seasonal Employees 

Employing seasonal workers to fill workforce gaps can be both beneficial and appealing for employers and employees. However, there are many factors employers need to consider before hiring seasonal employees, as these workers can present certain drawbacks. 

Downsides of Hiring Seasonal Workers

Seasonal employees can have high recruiting costs since employers need to recruit them each year, and many seasonal employees do not return once their employment ends. Organizations also generally have less time to train seasonal workers because of their relatively short employment period. In some situations, seasonal workers may receive inferior training than regular employees because their employment is temporary. Some employers may decide not to train seasonal workers to reduce costs and save time. However, the lack of training could negatively impact seasonal workers’ productivity, potentially nullifying the cost-saving benefits of hiring seasonal workers. Additionally, since seasonal employment is temporary, these workers may be less committed to their employer, which could decrease their productivity and negatively impact their work performance. 

When deciding to hire seasonal employees, employers need to consider the various federal, state and local employment laws and regulations that may apply. Even if an employee is temporary or employed only for a short period, most federal employment laws still apply to the employment relationship. For example, covered employers must comply with federal antidiscrimination statutes and wage and hour laws—including minimum wage, overtime, recordkeeping and youth wage program requirements—for their seasonal workers. In addition, employers may need to review state laws or local requirements that apply to seasonal employees, such as unemployment insurance, severance pay, sick or other leave, personnel records, mandatory training and predictive scheduling. 

Recruiting Seasonal Employees 

Assembling a successful and productive seasonal workforce generally hinges on how organizations recruit these workers. Although seasonal employees are temporary, enlisting their services can be a difficult process to navigate. Recruiting seasonal employees differs from selecting full-time employees. Employers’ recruiting efforts need to be deliberate and planned. Making seasonal job postings distinct from other listings can make it easier to find interested individuals. 

Additionally, many potential seasonal hires are looking for pay rates, days and shifts required, job requirements and opportunities to receive benefits in the job posting. Employers can set clear expectations for seasonal employees, including length of employment and responsibilities, in job descriptions and throughout the interview process. 

Seasonal workers can be equally as selective with job opportunities as full-time employees. To improve an organization’s seasonal recruiting efforts, it’s important to understand what these individuals want. Most seasonal workers are looking for the following: 

  • Weekly pay 
  • Flexible scheduling 
  • Sign-on bonus 
  • Potential of being hired permanently
  • End-of-season bonus 
  • Discounted products or services from the employer
  • Shift meals 

By planning early and being prepared, employers can streamline their recruitment process and better identify individuals who will be successful seasonal employees. 

Considerations for Establishing a Seasonal Workforce 

As with recruiting, there are important concerns organizations need to contend with when establishing a seasonal workforce. Despite the temporary nature of seasonal employment, seasonal workers need to be effectively onboarded to perform their responsibilities well, similar to regular employees. By dedicating sufficient time and resources to onboarding and training seasonal workers, organizations can set these employees up for success. To address potential productivity issues with seasonal employees, employers can train supervisors and managers to work with and manage these employees. 

Additionally, seasonal workers may be treated differently by their full-time coworkers because they are temporary. By ensuring seasonal workers are treated similarly to other employees, organizations can improve their productivity and increase the odds of having these workers return next year. This can potentially reduce future recruiting costs. Organizations should also consider treating seasonal departures like those of full-time employees by conducting exit interviews. 

While hiring seasonal employees can help with surges in business activity, employers can think long-term regarding seasonal hires. About half of all seasonal hires are interested in full-time positions, according to research from online employment platform Snagajob. Hiring employees on a temporary basis can be a good opportunity to determine if they are suited for long-term employment. Additionally, organizations can discover which seasonal employees may want a long-term commitment or are interested in returning next year. 

See Long-Term Success With Seasonal Employment

Although most seasonal employment is temporary, these workers can be valuable assets to employers, especially when responding to surges in business activity or attempting to reduce payroll costs. It’s in an organization’s best interest to ensure that hiring seasonal workers is done competently and efficiently. Through proper planning, establishing best practices and understanding the potential risks of hiring seasonal workers, employers can set their organizations up for long-term success with their seasonal workforce. 

For more workplace resources, contact Acentria today


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Rob Wagner

Executive Vice President | Director of Sales, Southeast Region

With over 15 years of insurance industry experience, Rob focuses on growing organic growth throughout the entire Southeast region for both Acentria Insurance and Foundation Risk Partners. Working alongside both executive leadership and territory sales leaders, Rob is instrumental in producer training, increasing retention and expanding our organizational footprint.

As a self-proclaimed Army Brat, he was born in Fort Benning, GA, but has moved 27 times and resided in 40 different houses… all before college! His father proudly served our country for 28 years! As a graduate of Florida State University with a degree in Business Management, Rob also holds an MBA from Stetson University. A producer at heart, he specializes in large property, senior living, management liability and workers’ compensation. He enjoys meeting new team members and finds his personal success in seeing producers succeed.

In his free time, he enjoys spending time with his wife of 22 years and their two daughters. Together they enjoy boating, offshore fishing and exercising.

Mike Freeman

Mergers & Acquisitions

Leading the Acentria Mergers & Acquisitions team, Mike works with those agency principals and leaders who are interested in furthering a potential partnership with Acentria Insurance.  With over 35 years of finance and insurance experience, Mike and his team showcase the various benefits of partnering with Acentria. He works with principals through the initial phases to evaluate agency operations, books of business as well as planning and implementing fully comprehensive migration and implementation plans. He served 25 years in the banking industry in various executive-level positions transitioning to insurance in 2011 as Chief Financial Officer for Acentria Insurance. In 2017, Acentria Insurance partnered with Foundation Risk Partners where his major focus became leading Acentria Insurance’s mergers and acquisitions team.  

Mike is a graduate of Auburn University. He is dedicated to serving his community having held numerous leadership positions including Chairman for the American Heart Association; Chairman Mental Health Association; Chairman Destin Chamber of Commerce and Board Member for United Way Okaloosa-Walton Counties. Mike is a 27-year resident of Destin, FL and enjoys spending time with his wife of 35 years, Yvonne and their two adult children and their families.

Jenny Cirioni

Vice President, Operations
Northeast, Florida

Todd Lawrence

Executive Vice President
Southeast Florida

Rob Wagner

Executive Vice President
Southwest Florida Region

Alan Florez

Executive Vice President, National Sales

Alan leads new business growth strategies and expansion, guides the development of resources and training for Sales Producers and their partnerships with Carriers. With over 15 years of industry experience, Alan also leads the Acentria Public Risk divisions working with municipalities and government entities for their coverage needs. He was appointed to the Halifax Health Board of Commissioners December 2020 and also serves as an Executive Committee member for our parent company, Foundation Risk Partners.

Previously, Alan served as Governor Jeb Bush’s Deputy Director of Legislative Affairs and Special Assistant. He is a former member of the University of Central Florida Board of Trustees and currently volunteers his time with the Florida Council of 100, Futures Foundation of Volusia County Schools and the Community Foundation of Flagler and Volusia. Alan holds a bachelor’s degree in Political Science from the University of Central Florida.

Anne Kraus

Senior Vice President
Commercial Lines Operations

Teresa Fillmon

Vice President
Small Business Unit

Alex Doberstein

Vice President
Benefits Resource Leader

Eric Austin

Operations Lead
Port St. Lucie & West Palm Beach

Luke Wolkers

Executive Vice President
Employee Benefits

Chris Tolland

Executive Vice President
Northeast Florida Sales

Brian Stanton

Executive Vice President
Southeast Florida

Nathan Marks

Executive Vice President
Northwest Florida

Jason Cruse

Executive Vice President
Central Florida Sales

Jackie Shaw

Senior Vice President
Agency Operations

Jessica Parkhurst

Senior Vice President
Marketing & Branding

Doreen Castro

Senior Vice President
Personal Lines Operations

Kendall McEachern


Kendall was a fundamental part of Acentria Insurance. As a co-founder, he brought more than 30 years of industry expertise to Acentria, helping transform the organization into a leading insurance provider. Beloved by team members, carrier partners and clients, he oversaw more than 400,000 insured multi-family units with property values greater than $22 billion, and over four million square feet of commercial office space and real estate buildings. Kendall has received numerous industry awards to include being recognized as a National Top Producer and Agent of the Year by both Insurance Business America and Insurance Journal. Away from the office, he served as chairman for the American Heart Association, actively participated in his church and golfing, watching sports and spending time with his family. Kendall passed away in January of 2021, leaving a lasting legacy on Acentria’s culture, success, industry-wide reputation – and on all of us fortunate to have worked alongside him.

Mary Lawless

President & Chief Operating Officer

As President and Chief Operating Officer, Mary brings over three decades of industry expertise to Acentria Insurance. With a strong focus on Mergers & Acquisitions, Mary is passionate about partnering with new agencies and leaders to continue the overall upward growth of Acentria. She works in conjunction with the CEO to lead and deliver specialized sales products, services and industry leading capabilities while implementing business and sales strategies to the Acentria sales team and carrier partners. Mary has direct oversight of all operational leaders throughout the entire organizational footprint and is responsible for operational financials and budgets.

She empowers her team members and because of it, is well respected by her peers and those she leads. Since her time with Acentria, Mary’s leadership has contributed to the agency’s exponential growth from 15 to well over 50 locations, increasing employment to over 700 team members, across the southeastern United States. Due to her leadership and contributions to the insurance industry, she has been nationally recognized as one of Insurance Business America magazine’s Elite Women and serves as a valuable member on the Executive Committee for Foundation Risk Partners, Acentria’s parent company. Prior to joining Acentria Insurance, Mary led operations for another national broker. Throughout her tenure, she has held a variety of management positions in Personal Lines, Select Business and Employee Benefits. Mary specializes in agency operations, partnerships and acquisitions and is truly passionate about developing team members to become great leaders.

When not shaping the future industry leaders at Acentria Insurance, Mary enjoys traveling and spending time with her husband, Pat and their family and friends.

Mitch Weinstein

Partner & Co-Founder

As partner of Acentria Insurance, Mitch plays an integral role in mergers & acquisitions. He focuses on seeking out strategic like-minded partners and agencies, across the southeastern United States, to partner and join the Acentria family.

Mitch has over 42 years of business leadership experience that ranges from law enforcement to the finance, healthcare and insurance industries. He was instrumental in developing the nation’s first “at-risk” managed care network for physical and occupational therapy serving the worker’s compensation industry. This network paved the way for a new managed care system, based on incentives.

Mitch is passionate about giving back to the youth of his community. He is an active supporter of the Boys & Girls Clubs of Polk County and believes in helping all young people reach their full potential. He is also the founder of Fallen First Reserve which is a non-profit organization dedicated to financially assisting those family members of First Responders killed in the line of duty and military members killed in action. Mitch also serves on the board for Fund the First.

Kevin Mason

Chief Executive Officer & Co-Founder

As Chief Executive Office of Acentria Insurance, Kevin focuses on developing insurance solutions that strengthen Acentria’s presence in the market and its commitment to client-relationships and exceptional service. With over 35 years of industry experience, he specializes in the overall growth of Acentria is passionate about bringing new talent to the organization both organically and through mergers and acquisitions. Through his leadership and the support of the Executive Leadership team, Acentria Insurance instills a positive corporate culture which has led the agency in being recognized as a leader within our industry as a Top 100 Workplace, Employer of Choice, Best Agency to Work For and several other national and regional accolades.

Before co-founding Acentria Insurance, Kevin served as Branch Manager for another national broker. Kevin holds the prestigious title as an Agent of the Year and five-time National Top Producer. He is also a key member of the Foundation Risk Partners Executive Committee, which is the parent company of Acentria Insurance, while also serving as the National Director for Carrier Relations. In addition, Kevin oversees the Sales Leadership Council, which encompasses sales leaders across the entire FRP footprint in an effort to develop and refine shared resources while offering producer training and development programs.

Kevin received a Bachelor’s Degree in Management from the University of West Florida. He is very active in his community and served over a decade on the Board of Directors of Destin Charity Wine Auction Foundation and remains as a trustee, which funds over 14 children’s charities along the Florida Panhandle. He is also a member of the Destin Chamber of Commerce, Community Association Institute and Florida Association of Insurance Agents. In his spare time, Kevin enjoys golfing, tennis, boating and spending time with his wife Laura, and their children.