The Labor Crisis in Fast Food: Why McDonald’s Operators Are Struggling

America’s labor market is still tight, especially in fast food. According to the U.S. Chamber of Commerce, the accommodation and food services sector had one of the highest job opening rates in 2024. McDonald’s and its franchisees plan to hire up to 375,000 restaurant employees nationwide this summer to the company’s growth strategy, which includes adding 900 new U.S. locations by 2027.

Turnover in quick-service restaurants (QSR) is historically high. Most entry-level crew members stay only 2 to 3 months. A recent report found that QSR employees average just 110 days before leaving, a churn rate that prevents teams from stabilizing.

This revolving door creates constant stress. Operators must recruit, train and backfill positions nearly year-round. Even fully staffed stores can feel short-handed due to no-shows, early exits, and lack of training continuity.

Wages are rising too. But higher pay alone hasn’t solved retention. Jobs for waiters and waitresses are expected to grow by just 1 percent between 2023 and 2033, which is slower than the average for all occupations. An average of 471,200 openings are projected each year during that time and most of these will come from replacing workers who leave the field, either by changing careers or retiring.

The True Cost of Constant Turnover

Hiring and losing one crew member costs more than people realize. According to the Society for Human Resource Management (SHRM), the average cost to hire a new employee in 2025 is approximately $4,700. These costs include recruiting, background checks, uniforms, paperwork processing and training hours.

That does not  include the hidden costs. New employees make more mistakes and they move slower. They also draw time away from managers and shift leads who must constantly retrain and re-motivate new hires.

Customers notice and satisfaction drops when teams are inexperienced or short-staffed. Orders take longer and service becomes inconsistent. Turnover creates ripple effects that impact your brand and bottom line.

Using EB3.Work’s ROI calculator makes it easy to understand the long-term cost savings. By plugging in your store’s turnover rate, you can see the annual financial burden of churn and what you might save with more stable staffing.

Reducing turnover is not just a cost-cutting strategy. It is a growth strategy and consistent staffing leads to smoother operations, better morale and more loyal customers.

What Traditional Hiring Strategies Are Missing

Most McDonald’s operators still rely heavily on job boards, in-store hiring signs and walk-ins. But these strategies no longer deliver dependable results. Many candidates now apply to dozens of jobs at once and don’t show up for interviews or even their first shifts.

Ghosting has become a top complaint. A 2023 Indeed survey conducted with Censuswide found that 23% of U.S. job seekers admitted to ghosting because of poor communication from recruiters. Some accept multiple offers and simply stop replying to the rest.

Temporary incentives aren’t working either. Operators have tried sign-on bonuses, referral pay, and same-day wages but the boost does not last. Workers take the perks and then quit weeks later.

These methods are short-term fixes. They help fill seats but don’t create loyalty or long-term value. That’s because these tools don’t address what workers really want stability, career growth, and respect.

The traditional funnel is reactive. Operators hire only when desperate and the pressure to onboard quickly often leads to rushed decisions. In this cycle, team quality falls and the hiring treadmill spins faster.

What is missing is a long-term workforce strategy. One that reduces last-minute hiring, improves retention and provides a steady stream of motivated team members.

A Better Long-Term Staffing Solution: EB-3 Visa Workers

The EB-3 visa program offers a more permanent solution. It is a U.S. immigration pathway that lets foreign nationals work in full-time, non-seasonal roles, like McDonald’s crew member positions. These workers commit to staying with your business for a minimum of one year.

The “Other Workers” category within the EB-3 program is ideal for quick-service restaurants. It is structured to support industries with persistent labor shortages and high churn. And it has been part of U.S. immigration law for decades.

EB-3 candidates are not just looking for a job but they are looking to build a future. Many have prior food service experience, strong work ethic and a genuine interest in building long-term careers. They undergo rigorous background checks, medical exams and documentation reviews before they arrive.

These hires do not disappear after a few shifts. They are fully authorized to work, trained to follow U.S. labor laws and eager to perform. That changes the dynamic inside your store, creating a more committed team culture.

Employment for food and beverage serving and related roles is expected to grow 5% between 2023 and 2033, roughly in line with the average for all occupations. Each year, an estimated 1,172,600 openings are projected on average. Most of these will come from replacing workers who leave the industry, either to pursue other careers or retire.

According to USCIS, thousands of EB-3 applications are processed annually for food service-related jobs. Demand is growing and more employers are tapping into this program to create workforce stability.

When paired with a strong onboarding program and local hiring, EB-3 staff can form the backbone of your operation. They help reduce constant hiring stress and allow managers to focus on coaching and performance.

The 3-Year Timeline Objection: Why It’s Not a Dealbreaker

It is true that EB-3 workers do not arrive overnight. From the moment of recruitment, it can take up to 36 months for a candidate to arrive. But that timeline does not make the strategy useless, it makes it smart.

Each fiscal year, from October 1 to September 30, around 140,000 employment-based immigrant visas are available to eligible applicants under U.S. immigration law. If you start now, you are laying the foundation for future stability. In three years, you will begin receiving a steady stream of new hires every year.

This strategy creates a workforce pipeline. Instead of hiring in emergency mode, you will have reliable arrivals built into your business model. And if you keep recruiting each year, the flow never stops.

The long lead time also has its advantages. It gives operators time to prepare, adjust training and coordinate housing or transportation support. It also gives workers time to get ready, learn about your brand, and arrive motivated to work.

Some operators even use EB-3 hires to support new store openings or staffing recovery after high turnover years. Because the workers are committed for 12 months or longer, their presence helps stabilize operations. Just like retirement planning, EB-3 staffing pays off with consistency and peace of mind.

How Owner-Operators Are Already Using EB-3 Workers

Across the U.S., McDonald’s operators have quietly begun using EB-3 to fill critical roles. One franchisee with five units in Georgia began recruiting in 2021. By 2024, they had welcomed 12 EB-3 hires, 10 of whom were still employed after one year.

In interviews, the operator reported lower stress, higher team morale, and improved service metrics. They noticed fewer call-outs and better punctuality. Managers spent less time rehiring and more time running great shifts.

Another owner in Illinois brought on six EB-3 workers in 2023. After 12 months, store turnover dropped by 35%. Guest complaints went down, and overtime costs were cut in half.

These workers often bring more than just labor, they boost team spirit. Several operators say that EB-3 crew members help improve the culture, model great behavior and often stay long enough to move into leadership roles.

Workers’ long-term mindset makes them a valuable asset to crew development. Franchisees who’ve had success with EB-3 say the key is starting early and choosing the right agency. A good partner will help you manage timelines, file paperwork and stay compliant while building your team.

How to Build a Long-Term Crew Member Pipeline

1. Assess your current turnover rate and cost per hire
Start with hard numbers. Look at how many hires you make each year and how long they stay. Use tools like the ROI calculator to project the financial impact of EB-3 staffing.

2. Start annual EB-3 recruitment now
Don’t wait until you’re desperate. By starting today, you’ll receive your first wave of hires in about three years—and continue receiving them annually after that.

3. Layer EB-3 with other hiring programs
Use second-chance hiring for local outreach. Add education-based incentives like GED sponsorship or ESL classes to build engagement. EB-3 should complement—not replace—your local hiring efforts.

4. Partner with a trusted EB-3 agency
Choose an agency with strong compliance, transparent fees, and regular progress reports. The right partner will guide you from recruitment through onboarding.

5. Prepare your team to welcome EB-3 workers
Create a welcoming environment. Assign mentors, provide orientation support, and ensure managers understand how the visa process works.

FAQ

The Bottom Line

High turnover has become a constant challenge for McDonald’s owner-operators. In May, the U.S. Bureau of Labor Statistics reported 7.8 million job openings, with hires holding steady at 5.5 million and total separations at 5.2 million. Of those separations, 3.3 million were voluntary quits, highlighting the ongoing difficulty employers face in retaining workers.

Traditional hiring methods no longer deliver the stability today’s restaurants need to thrive. That is why forward-thinking operators are exploring long-term strategies like the EB-3 visa program.

EB-3 workers bring more than just labor. They bring commitment, consistency and a desire to grow. When paired with strong onboarding and local hiring efforts, they can transform how stores operate day to day.

Building a pipeline takes planning, but the payoff is lasting. By starting now, operators can reduce stress, protect margins, and create a crew that stays. In a high-churn industry, that kind of stability is a real competitive edge.