2024, the final year of our Project..
As we begin the final year of our Partners In Change, Serving the Future project, we know that there are multiple converging issues facing both workers and employers within the Scottish Hospitality Industry. Over the last two years we have spoken with both groups, and the problems (and possible solutions!) fit into the below themes. This year, we hope to be able to suggest some sustainable solutions and recommendations to begin to tackle some of the challenges faced.
We highlighted specific questions that need answered in our Advent Calendar Campaign in December 2023 – which you can see in full detail here. These questions included:
We heard from employers and workers that they are really struggling with the lack of suitable housing in rural areas. It’s expensive, complicated, and sometimes impossible to provide accommodation for workers. What are the solutions?
Employees have told us that they value clear contracts in place and certainty over their hours. If these elements are in place, employees are more likely to stay on with that employer. What can be done to improve contracts?
Businesses have talked about the uncertainty brought about by revaluations and the lack of accessible information on the reliefs available. The absence of a specific relief for hospitality businesses, as is the case in England, is a concern. How can the business rates system be simplified and made fairer?
The high costs of childcare for families with children under 3 is a significant challenge for low-paid workers. Workers are often reliant on family to provide care for children. How can parents be better supported?
Employees have told us that a good supervisor/manager can make a massive difference to their experience at work. Poor management is an economy-wide issue that affects productivity. How can management be improved?
Support for employers and workers in the hospitality sector is available from industry bodies and from charities. However, our research suggests that some businesses and workers are not aware of what is out there. How can information about support reach more people?
The hospitality sector remains the lowest-paid sector of the Scottish economy, with hourly pay considerably lower than the Scottish average. This means employees are at greater risk of in-work poverty. How can low pay be tackled?
The lack of reliable public transport can lead to difficulties for workers and (potential) customers. There is a particular issue with the lack of late night services. How can this issue be improved?
Employers taking part in Serving the Future cited the importance of peer-to-peer learning. They valued the opportunity to listen and share ideas with others in the industry. How can more peer learning be supported?
The hospitality sector is facing a recruitment crisis, leading to difficult working conditions for existing staff and higher costs for employers. The sector’s reputation is likely to be dissuading people from choosing a long term career. How can the sector appear as a long term employment option?
Employers feel there are particular challenges for accessing staff training in rural areas. Additionally, people feel an increasing expectation for staff to travel to more populated areas, rather than being offered training locally. Can more be done to support locally available training?
Zero-hour contracts are more common in the hospitality sector than in other industries. Workers told us that zero-hour contracts make it hard to plan ahead but employers also struggle to be able to predict staff needs due to varying customer demand. What are the solutions?
Data shows that the hospitality workforce largely does not participate in relevant education and skills training. Continuous professional development is just as important in hospitality as in other industries. What are the solutions?
The lack of childcare for workers in the sector makes it really difficult for parents to continue their career. Some free provision is available for families who work 9-5, but not outside of traditional working hours. What are the solutions?
The social security system should provide adequate support for people in low-paid work with varying hours. Workers do not always know what they are entitled to or where to go to get advice and information. How can the system be improved?
Hospitality employers tell us they actively want to get involved in consultations and wider programmes to help develop their sector, but this is often not done well. For example, consultations are sometimes held over the summer, which is peak hospitality season. How can government consult better with these businesses?
Employers and workers told us about the increase in support needed for dealing with employee mental health issues. Many small businesses do not have a Human Resources department to help and advise. How can support be improved?
Getting home safely from work late at night is an issue for many, even in cities with otherwise good public transport infrastructure. Businesses are often expected to provide this support, but this is an addition cost that 9-5 businesses are not expected to provide. What are the options?
Employers have told us that they do not feel they are understood by government and that the lack of consistency around policy decisions made by government is one of the top uncertainties facing their ability to plan for the future. How can government build sector trust?
The Scottish government has committed to reduce child poverty. As recently as 2022, there were 12,000 Scottish households in poverty that included children where a member of the household was working in the hospitality sector. What more can be done to support parents in the sector?
Some employers are unaware of the extensive spectrum of support available to them from sector bodies. A similar issue has emerged around visibility of sector voice – some businesses don’t know whether they are being heard by government. How can awareness of sector bodies be enhanced?
We have heard that businesses would value a ‘one-stop-shop' where all the information they need to support their business, and their workforce, can be found easily. However, it is unclear where that resource should be located, and who should pay for it to be updated. How could a ‘one-stop-shop' operate in practice?
Like many industries, hospitality has seen prices rise across many inputs including food, drink and energy. Many of these costs are incurred before they even start to serve customers each day. Employers feel they don't have much control over these costs. How can businesses be helped better to withstand cost rises?
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