Employee Case Study - Paula

This case study highlights findings from the Serving the Future project on hospitality workers’ experiences in Scotland. The interviews with workers were conducted over a 18/24-month period.  

At the beginning of Serving the Future, Paula was in her 20s and living in a city with her partner. They rented a flat, costing £900 per month plus council tax, and they shared rent and household bills.  

She described herself as ‘not struggling financially’ and as feeling lucky, though the cost-of-living crisis did impact her. By the end of the project her rent had increased but she had also received a modest pay rise. At the same time, she reported spending more and saving less. Whereas before her tips were used for savings, now she uses them for day-to-day expenditure.  

Having worked in hospitality in another country, where she moved from in late 2020, she had two previous hospitality jobs in Scotland before taking up the role she was employed in for most of the period this research. By the end of the research, she had completed her studies and taken up a new role in the third sector. Her new role pays less than her hospitality job, when tips are taken into account, and she hopes to be able to keep some shifts to supplement her income.  

This is reflective of Paula’s attitude overall. She enjoyed her job in hospitality, felt she was treated fairly in general and was valued. However, she was aware that this was not the case for everyone in the industry and wanted all hospitality staff to be valued more both in terms of wages and in general respect for their jobs. 

Across the course of the research Paula’s reflections on their experience highlighted a range of positive experiences, grouped below by the fair work dimensions.   

Security 

Although Paula was clear that she felt hospitality workers were not paid enough, she praised the system at her workplace for allocating tips which was transparent and well communicated. Tips were pooled and allocated each Monday based on hours worked the previous week. She was also auto-enrolled into a pension scheme.  

Respect 

Paula valued the flexibility in her working arrangements and felt in particular that her workplace were ‘really flexible’ when it came to asking for time off. Her workplace used as an app for staff to be able to easily access their shifts and book time off rather than asking a line manager directly.  

For her circumstances a zero-hours contract did provide them with a degree of flexibility which worked for them. However, they did acknowledge this was not appropriate for everyone and for many meant a lack of job security.  

Effective Voice 

Paula was positive about how staff were engaged and communicated with in her workplace. For example, how far in advance they were consulted about shifts at Christmas time.  

Towards the end of the research, she had also joined a Union – alongside four of her colleagues, despite reporting being ‘quite happy’ in her job, she felt it was an opportunity to show solidarity with other workers in the industry:  

“for a place like my place, there’s a lot of things that I don’t have to fight for, because we already have it….but…people are not even like getting paid what like the minimum. Like that is illegal. So it’s kind of like why should I be fighting for it? But also can I unite with them…” 

Fulfilment 

Paula spoke about the perception of hospitality as not being a serious career option ‘for adults’, and the knock on effect this had for the sector in terms of value and recognition for staff. Nonetheless, it was clear that she had a sense of fulfilment and satisfaction from doing her job well, describing her and her colleagues as “exceptional at our work”.   

Although she was broadly happy with her work within the sector, Paula did worry about the impact of working antisocial hours, and the negative consequences this might have on her own relationships.  

“what happens with hospitality most of the times is that you sacrifice your social hours. So I’m here serving people a meal, but I’m not able to go and have a meal with my partner or with my friends.” 

Opportunity  

In interviews, Paula mentioned receiving some training, including wine training, which she enjoyed. This opportunity was given to the full team to learn more about the wines that were served at the restaurant.  

Along with training, there were opportunities for progression, including an option to move into a managerial role. Paula did not think the financial reward was balanced against the additional responsibilities that came with the job:  

“So for me, I don’t want to do it, because see for example a captain, my… in my restaurant would mean that I have to do more closes and more openings, I have to be in charge of the money, I have to if something happens be the person to like face whatever the thing. It’s just a pound of difference per hour.”