Hotel Horror Stories

Letters from Butlers Hotel Horror Stories

This is a Butler’s account, not the findings of an independent investigation.

Dear Wayne, Chairman, Aspire Globally Ltd,

I am writing because I left a job after an experience that affected my health and confidence. I am still trying to understand whether I was treated fairly and what I could have done differently.

Having performed well in a management role, I was transferred into another department with duties I did not know. I was not given a choice, appropriate training or a clear job description.

Within days, the Quality Control Manager, who was also my direct manager, telephoned to test my knowledge of the standards for the new role. When I could not answer correctly, I received a disciplinary warning.

Further warnings followed. One concerned an error using equipment I had not been trained to operate. Another concerned a guest request for which I had not been prepared.

On another occasion, I covered a double shift because we were short of staff. I maintained the frontline service, but could not finish all the administration and reporting. I received another warning.

I also followed an instruction from my manager. When the guest complained, the manager denied giving that instruction, leaving me responsible.

There was public criticism, and I was excluded from senior communications. Eventually, I was demoted, yet still expected to supervise the department and train colleagues.

That is something I continue to struggle with. If I was considered incapable, why was I still trusted to supervise others and teach them?

The General Manager threatened me with immediate dismissal if I sought external advice. As my health deteriorated, I felt unable to continue and resigned.

I know that employees must be accountable for their work. But how can someone be fairly assessed against duties and standards they have not been taught?

Should I have challenged each warning or raised a formal grievance? How should I have responded when my manager denied an instruction?

Could these circumstances amount to constructive dismissal, and who would be best placed to assess that?

Most of all, how do you protect your livelihood and wellbeing when the people responsible for supporting you are also the people you feel threatened by?

My reply: Before disciplining someone for getting something wrong, a manager should be able to explain what was expected, when the training was provided and what support was available.

This account raises a difficult question: was the Butler given a fair opportunity to succeed?

It is easy to say, “I would have challenged every warning,” or, “I would have left sooner.” It is harder when someone needs the income, fears losing their position and hopes that the situation will improve.

Leaving does not make a person responsible for the treatment they describe. Staying does not mean they accepted it.

What would you have advised this Butler to do, and at what point would you have advised it?