Dining Room and Cafeteria Workers and Bartender Helpers Workforce Measures: 2026 Data

This research article, published on August 13, 2026, provides an evidence-led analysis of the workforce measures for Dining Room and Cafeteria Workers and Bartender Helpers (ONET-SOC 35-9011.00). Leveraging data from authoritative sources such as ONET OnLine and the U.S. Bureau of Labor Statistics (BLS), this report aims to equip employers with a comprehensive understanding of the current employment landscape, projected hiring needs, and compensation trends for this critical service occupation. The insights presented here are designed to inform strategic workforce planning, recruitment efforts, and retention initiatives for organizations that rely on this vital segment of the labor market.

Understanding the Workforce for Dining Room and Cafeteria Workers and Bartender Helpers

Dining Room and Cafeteria Workers and Bartender Helpers play an essential role in the hospitality and food service industries, facilitating efficient operations and ensuring positive customer experiences. Their responsibilities typically involve a range of tasks from serving food and beverages to maintaining cleanliness and assisting patrons. This occupation is characterized by direct customer interaction and often operates within fast-paced environments. Understanding the specific nature of these roles is foundational for employers seeking to attract and retain qualified individuals.

O*NET data provides a detailed understanding of the work performed by individuals in this occupation. Core tasks often include carrying food, silverware, and dishes to and from dining areas; setting up dining areas for meals; replenishing supplies; and cleaning and polishing serving equipment. They may also assist bartenders by keeping bars stocked with ice, liquor, and other supplies, and by cleaning glasses. These activities highlight a need for individuals who are attentive, efficient, and capable of working effectively in a service-oriented setting. The work activities frequently involve interacting with customers, handling food, and maintaining a clean and orderly environment [9].

The work context for Dining Room and Cafeteria Workers and Bartender Helpers often involves frequent public interaction, working as part of a team, and adhering to strict time pressures. These roles typically require standing for extended periods and may involve working evenings, weekends, and holidays, reflecting the operational demands of the food service industry [10]. Employers should consider these contextual factors when developing job descriptions and evaluating candidates, as they contribute significantly to job satisfaction and retention within the occupation.

Current Employment Landscape

As of 2024, the United States workforce included 527,400 jobs classified as Dining Room and Cafeteria Workers and Bartender Helpers. This figure represents the total number of individuals employed in this specific occupation across various industries nationwide [1]. This substantial employment count underscores the integral role these workers play in the daily operations of a wide array of establishments, including restaurants, cafeterias, bars, hotels, and other food service providers.

For employers, this employment figure indicates a significant existing talent pool, but also points to the scale of the human resources required to maintain service levels across the country. The presence of over half a million jobs suggests a mature and widespread occupation, foundational to the functioning of many businesses. While the total number of jobs provides a snapshot of the current workforce size, it is important to consider this in conjunction with other metrics, particularly job openings, to understand the dynamics of labor supply and demand. This statistic, derived from comprehensive federal data collection, serves as a baseline for understanding the broader labor market for this occupation.

Projected Job Openings and Recruitment Implications

A critical measure for employers is the projection of annual job openings, which provides insight into the ongoing demand for new hires. For Dining Room and Cafeteria Workers and Bartender Helpers, there are 99,600 projected annual job openings [1]. This projection is a composite figure, encompassing both newly created positions due to economic growth and, more significantly for this occupation, replacement needs arising from workers who exit the occupation, whether due to retirement, career changes, or other factors.

The substantial number of projected annual job openings, approaching 100,000, indicates that recruitment for Dining Room and Cafeteria Workers and Bartender Helpers is a continuous and significant operational requirement for employers. This is not an occupation where hiring is episodic; rather, it suggests a persistent need to attract, onboard, and train new personnel to maintain staffing levels. The high volume of projected openings relative to the total employment figure (approximately 19% of the 2024 workforce annually) suggests a dynamic labor market with consistent turnover. This dynamic highlights the importance of robust and ongoing talent acquisition strategies, rather than reactive hiring practices.

For employers, this projection implies that a proactive approach to recruitment is essential. Strategies should account for the consistent flow of new applicants needed to fill vacancies. This could involve continuous advertising, developing partnerships with training programs, and fostering a strong employer brand to stand out in a competitive hiring environment. Understanding that a significant portion of these openings are due to replacement needs also emphasizes the importance of retention efforts. Reducing voluntary turnover can directly lessen the burden of continuous recruitment, making retention a key component of a successful workforce strategy in this occupation. The U.S. Bureau of Labor Statistics provides detailed occupational projections that contribute to these figures, offering a forward-looking perspective on labor market needs [5].

Median Wage and Compensation Considerations

Compensation is a primary factor in both attracting and retaining workers. For Dining Room and Cafeteria Workers and Bartender Helpers, the median annual wage was $33,980 in 2025 [1]. The median wage represents the midpoint of the earnings distribution, meaning that half of all workers in this occupation earned more than this amount, and half earned less. This figure provides a central tendency measure for compensation, offering a valuable benchmark for employers.

It is crucial for employers to understand that this median annual wage is a national aggregate. While it serves as a useful general indicator, actual wages can vary significantly based on a multitude of factors. These include, but are not limited to, geographic location, the type and size of the employing establishment (e.g., a high-end restaurant versus a corporate cafeteria), specific duties performed, the worker's experience level, and prevailing local labor market conditions. For instance, wages in high-cost-of-living urban areas are typically higher than in rural regions. Similarly, establishments with greater revenue or specific service models may offer different compensation structures.

Therefore, while the national median wage provides a foundational understanding, employers should always consult local wage data to gain a precise insight into their specific markets and ensure competitive compensation packages [2]. Relying solely on national averages without considering local variations could lead to difficulties in attracting qualified candidates or retaining existing staff. Compensation strategies should be dynamic and informed by granular market data to effectively compete for talent in this occupation. The U.S. Bureau of Labor Statistics collects and disseminates comprehensive occupational employment and wage statistics, which are vital for these localized analyses [8].

The Nature of the Work

The occupation of Dining Room and Cafeteria Workers and Bartender Helpers (O*NET-SOC 35-9011.00) is defined by a distinct set of tasks, work activities, and work contexts that shape the daily experience of workers and the operational demands on employers. Understanding these elements is crucial for effective talent management, from recruitment to performance evaluation.

Workers in this occupation are primarily responsible for assisting customers and ensuring the smooth flow of service in dining establishments. Their tasks are often service-oriented and require a degree of physical stamina and interpersonal skill. Common tasks include carrying food, dishes, trays, and silverware from kitchens and supply areas to serving counters and tables; cleaning and polishing silver, glass, and other serving equipment; and setting up dining areas by arranging tables, chairs, and place settings. They may also be involved in cleaning up spills, removing trash, and performing other duties to maintain sanitary conditions [4]. For those assisting bartenders, duties extend to stocking bars, preparing garnishes, and ensuring the bar area is clean and organized. These tasks collectively define the operational backbone of many food and beverage service environments.

The work activities associated with this occupation frequently involve direct interaction with the public, requiring effective communication and a customer-service orientation. Workers must be able to listen to and understand customer requests, communicate clearly, and respond courteously to ensure a positive dining experience. Teamwork is also a significant component, as these workers often collaborate closely with cooks, servers, bartenders, and other kitchen staff to coordinate service efficiently. Physical activities, such as standing, walking, lifting, and carrying, are common throughout a shift [9].

The work context for Dining Room and Cafeteria Workers and Bartender Helpers is typically characterized by a fast-paced environment where efficiency and attention to detail are paramount. Workers often operate under time pressure, especially during peak service hours. Exposure to noise, varying temperatures (e.g., near kitchens or dishwashing areas), and potential hazards such as slippery floors are also part of the job context. The nature of the food service industry often dictates irregular work schedules, including evenings, weekends, and holidays, which can impact work-life balance and may be a factor in worker retention [10]. Employers must consider these contextual factors when designing work schedules, providing training, and implementing safety protocols to support their workforce effectively. The comprehensive details on occupational tasks, work activities, and work context are derived from O*NET OnLine, which compiles detailed information about occupations [3].

Findings and limitations

The analysis of workforce measures for Dining Room and Cafeteria Workers and Bartender Helpers reveals several key findings critical for employer planning. As of 2024, the occupation comprises a substantial workforce of 527,400 jobs, indicating its widespread presence and importance across the service sector. Projections suggest a significant ongoing demand, with 99,600 annual job openings, driven primarily by replacement needs. This highlights a dynamic labor market where continuous recruitment is essential. The national median annual wage in 2025 was $33,980, providing a benchmark for compensation strategies.

However, these findings come with inherent limitations that employers must consider for accurate interpretation and application. All job counts and wage figures presented are national aggregates. This means they may not accurately reflect the specific conditions of local labor markets. Wages, in particular, can vary substantially based on geographic location, employer type, and specific job responsibilities. Employers are strongly advised to consult localized data to inform their compensation decisions.

Furthermore, the data points represent specific snapshots in time (2024 for jobs, 2025 for wages) or projections (annual openings). Projections, by nature, are estimates based on historical trends and economic assumptions and are subject to change due to unforeseen economic shifts, technological advancements, or changes in consumer behavior. They indicate likely trends rather than guaranteed outcomes. The analysis does not account for specific regulatory requirements, credentialing, or localized skill shortages, which could further influence hiring and retention efforts. The absence of these granular details necessitates that employers supplement this high-level analysis with their own specific market research and operational data.

Conclusion

The workforce for Dining Room and Cafeteria Workers and Bartender Helpers (O*NET-SOC 35-9011.00) represents a significant and consistently in-demand segment of the service industry. With 527,400 jobs in 2024 and approximately 99,600 projected annual job openings, employers face an ongoing need for recruitment and retention in this occupation. The national median annual wage of $33,980 in 2025 serves as a general compensation benchmark.

For employers, these statistics underscore the necessity of proactive and data-informed workforce strategies. The high volume of projected annual job openings, largely driven by replacement needs, indicates that continuous recruitment efforts are paramount. Understanding the specific tasks, work activities, and work context of these roles can help employers tailor effective job descriptions, training programs, and retention initiatives. While national data provides a valuable macro-level perspective, the variability of local labor markets necessitates a deeper dive into regional wage and employment statistics to ensure competitive positioning. By carefully analyzing these workforce measures and acknowledging their limitations, employers can develop more effective strategies to attract, hire, and retain the talent critical to their operations in the years ahead.

Data sources and methodology

The data presented in this article is derived from authoritative federal statistical agencies, primarily O*NET OnLine and the U.S. Bureau of Labor Statistics (BLS). These organizations are responsible for collecting, analyzing, and disseminating comprehensive occupational information for the United States.

ONET OnLine, sponsored by the U.S. Department of Labor, provides detailed descriptions of occupations, including tasks, work activities, work context, and other characteristics. The ONET-SOC (Standard Occupational Classification) code 35-9011.00 is used to classify Dining Room and Cafeteria Workers and Bartender Helpers for data collection and analysis purposes. The employment figures, projected job openings, and median wage data are primarily sourced from the BLS, which conducts surveys such as the Occupational Employment and Wage Statistics (OEWS) and develops occupational projections.

The employment figures for 2024 represent the total number of jobs within the occupation at that specific point in time. The projected annual job openings are estimates for future demand, typically covering a 10-year period and then annualized, encompassing both job growth and replacement needs. The median annual wage for 2025 is calculated from survey data, representing the point at which half of all workers in the occupation earn more and half earn less. All data points are national aggregates, reflecting overall trends across the country rather than specific local conditions. The publication date of this article, August 13, 2026, reflects the latest available data at the time of its compilation.

Sources

1. O*NET occupation summary for 35-9011.00, O*NET OnLine, 2026.
2. National wages for 35-9011.00, O*NET OnLine, 2026.
3. Occupation details for 35-9011.00, O*NET OnLine, 2026.
4. Occupation tasks for 35-9011.00, O*NET OnLine, 2026.
5. Occupational Projections and Worker Characteristics, U.S. Bureau of Labor Statistics, 2025-08-28.
6. Education and Training Assignments by Detailed Occupation, U.S. Bureau of Labor Statistics, 2025-08-28.
7. Industry Occupation Matrix by Occupation, U.S. Bureau of Labor Statistics, 2025-08-28.
8. Occupational Employment and Wage Statistics, U.S. Bureau of Labor Statistics, 2026-05-15.
9. Work activities for 35-9011.00, O*NET OnLine, 2026.
10. Work context for 35-9011.00, O*NET OnLine, 2026.

Frequently asked questions

What is the O*NET-SOC code for Dining Room and Cafeteria Workers and Bartender Helpers? The O*NET-SOC code for this occupation is 35-9011.00. This code is used by federal statistical agencies to classify workers into occupational categories for the purpose of collecting, calculating, analyzing, and disseminating data.

How many jobs are there for Dining Room and Cafeteria Workers and Bartender Helpers? As of 2024, there were 527,400 jobs for Dining Room and Cafeteria Workers and Bartender Helpers in the United States. This figure represents the total employment within this occupation across various industries.

What is the projected number of annual job openings for this occupation? There are 99,600 projected annual job openings for Dining Room and Cafeteria Workers and Bartender Helpers. This figure includes both new jobs created due to growth and replacement needs from workers leaving the occupation.

What is the median annual wage for Dining Room and Cafeteria Workers and Bartender Helpers? The median annual wage for Dining Room and Cafeteria Workers and Bartender Helpers was $33,980 in 2025. This means that half of all workers in this occupation earned more than this amount, and half earned less.

Do these statistics include local wage variations? No, the reported median annual wage is a national aggregate. Actual wages can vary significantly based on geographic location, employer type, specific duties, and other local labor market factors. Employers should consult local wage data for more precise insights into their specific markets.

What does "projected annual job openings" mean for employers? This projection indicates a continuous demand for new hires in the occupation. For employers, it suggests that recruitment for these roles is likely to be an ongoing process, driven largely by the need to replace workers who exit the occupation. It highlights the importance of consistent talent acquisition and retention strategies.