The framework you have is solid, but it needs a few guardrails to avoid resentment and operational gaps. The 6–8 week notice and seniority-based approval make sense, especially in a seasonal service business, but I’d add hard caps on how many people can be out per role or crew at one time so production doesn’t suffer. I’d also separate PTO types. Planned PTO still follows seniority, but true emergencies or life events shouldn’t be penalized by the calendar. On the use-it-or-lose-it policy, I’ve found it works operationally, but only if leadership actively reminds people to schedule time off early so it doesn’t pile up at the end of the year. The biggest lever is clarity. Publish blackout periods, minimum staffing requirements, and approval deadlines so decisions feel objective, not personal. When PTO rules are clear and enforced consistently, most of the drama disappears. We give our team the option to roll over left over PTO or get paid out for the days they have remaining.
Thanks for that feedback. Really solid advice on creating more structure/guardrails around it. How do you do the payouts for remaining PTO? Does the employee get it when they ask, or is there a payout schedule?
