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ALL WAITERS ARE THIEVES !

  • Writer: Stephan Busch
    Stephan Busch
  • Oct 2, 2017
  • 7 min read

ALL WAITERS ARE THIEVES !

“He is a waiter and she is also a thief”. Meant as funny I have heard this too often. Is that really how you see us? I am not offended. Just a little sad. The more often that it gets repeated - at the end it sticks in peoples mind - it must hold some truth. Unfortunately it does hold some truth.

“Some” is the key word – not “thieves” and not “all”. Are all Bankers thieves? Here I have to think longer – and yes they are all …… --- no, that’s not fair either – I am sure there are some honest ones. But doe we have to live with a generalization that puts the stamp of crooks on a whole profession ? When the guy in the great grey suit gives you a name card and he is a banker the reaction is normally – boooahh ! A banker - we meet some great people today ! This reaction comes even though bankers stole more money from you in your life than a waiter would ever have a chance too steal. I love to read Arsene Lupin stories but unfortunately it is not the Gentleman thief we are talking about.

In an advertising for Restaurant inventory software the opening sentence was also very encouraging:

“Since restaurants and bars exist the waiters, always have been those who love to steal from the restaurants cash registers. That’s not big news. “

It continues in the text with the easy made remark :

” Most waiters and bartenders steal from your restaurant because they think they can easily get away with it”.

I just tried something not very common today where the news comes so fast that they just stick as a fact in your head. I tried to understand and think by myself. Can we just easily say that a whole profession is criminal? That brings up another question. Does this include the professional waiter or are these only the millions of underpaid , not trained part timers and students that we call also waiters? Are only the waiters and the so called “waiters” stealing or somebody else in the hospitality industry ? And what is their motivation , their reason? Just because they can get easy away with it as this advertising suggested ? What can we do about it ? I started digging and found some interesting facts , articles and numbers and added all the events I witnessed in my thirty years of experience to come to my own conclusion that I like to share. It is just my own conclusion – so please – don’t take it as a fact – cook yourself a coffee – think, digest and make up your own mind.

Question No. 1 : Can we just easily say that a whole profession is criminal?

We shouldn’t as it is not true that the whole profession is criminal but sadly it is done and it reflects on the whole group which is a pity for the honest ones. Yes – there is a lot of theft going on in the hospitality industry. There is a lot of employee theft going on in all other industries ( do you want to know how many cars have been assembled in boom time Detroit on the side ?). But this can not be an excuse. Hotel & Tourism is the biggest employer worldwide and so rightfully it should be taken serious, investigated and reported whenever it happens. First of all it should be prevented. I met many waiters , headwaiters, Maitre’ds that were outstanding honest personalities. They did not steal and their teams did not steal as they worked bounded by trust and loyalty. Even when not treated fair by their employers this was never an issue. There are of course others and I have witnessed many cases of theft. You can also find many reports about it. Theft by waiters, cooks, management, owners, guests, journalists, suppliers and many more. Except for waiters the other groups do not get mentioned in general.

Question No. 2: Does this include the professional waiter or are these only the millions of under paid , not trained part timers and students that we call also waiters?

It includes all of them. Again most waiters , barman and all other hospitality employees are honest. The black sheep’s make us all look bad. A recent article about the boom of tourism in Greece after the collapse of tourism in North Africa and Turkey reported of great income only for restaurant and hotel owners. The high unemployment in the country allows these business owners to pay 2 Euro per hour. For this money you can’t expect a professional and the ones who take this offer hope for tips or of course other ways to make more money. Outside the hospitality industry not many have heard about the recent theft of over 1 Million Euro from staff in the famous Adlon Hotel in Berlin. It was reported only in a few articles and not many follow up articles can be found even in the Berlin Newspapers. Here a link:

( http://magicofmiles.boardingarea.com/2017/05/13/hotel-adlon-kempinski-staff-under-fire-for-alleged-1-million-drinks-scam/ )

Adlon Hotel in Berlin was sadly enough a job by professional staff I have to assume.

We all know that guest are stealing sometimes towels, pictures and many more items. Would we generalize and say that guests are thief’s? No we wouldn’t and we shouldn’t as it is simply not true.

Question No. 3: What is their motivation , their reasons? Just because they can get easy away with it as this advertising suggested ?

One reason for theft in hospitality – and I believe the main reason as I heard it many times mentioned - is that employees believe it is just fair to take what the owner and employer should rightfully give them. I personally do not agree with that kind of reasoning as I believe that you should not take a position when you can not negotiate fair condition before the start and if you accept the employers condition it is self respect and dignity that will keep you honest or make you quit. But I do understand them. When you get paid 2 Euros per hour as in Greece or slightly higher in New York , un employment is at an all time high you might be tempted to feed your family at all cost. When you read articles like the one you find under this link (https://www.theguardian.com/lifeandstyle/2015/aug/23/restaurant-tipping-policy-forces-waiters-to-pay-to-work ) you will understand that staff that is poorly paid and has to pay daily cash to the employer for keeping the job will consider stealing as a fair option. Tipping is also a reason that staff feels robbed by employers.

Tips on Credit card are often not forwarded to the staff. I have seen that many times. I have witnessed owners who always took the complete staff tip box without sharing at all with the reason that this was paid with their salary. Service charge like in Germany ends up entirely with the business owner and never reaches the employee. Does any business explains this to the guest who believes that he paid 10% per cent to the staff ? In some countries it does though.

I know a Restaurant chain that is still operating where wait staff is paid 10 Euro for an 8 hour shift ( a little more than1 Euro per hour !) plus tips. The Restaurant supervisor is keeping a sheet in the back of the house where every mistake is noted down and deducted from this 1 Euro per hour! The waiters make good tips but this is not an excuse for such a business model. And you wonder why the staff think it is fair to steal? The big companies dominating the cruise industry force guest to pay tips. Salaries are very low, uniforms have to be bought by staff. Do all the tips reach the staff ?

Question No. 4 What can we do about it?

There are Hotels and restaurants who take Corporate Social Responsibility serious – it is the key – there are many where it is just said, printed, hanged on the wall beside the also ignored vision and mission statement and forgotten. An employee that is treated fair, paid fair and feels that way will not steal from you easily. They will even stay long time with you and become loyal and trusted. The benefits of low staff turnover that comes with it we all know. All the places that hire only for the time they need staff and than are happy when they leave have to be aware that this kind of staff will want to make as much money in the short time they have. Also here – most will work the honest way - but not all.

Conclusion

We all have a lot to do. That includes owners, management, staff as well as the whole society. Prevention is only possible together with fair play. It is difficult in times where Banks are covered by law and bailed out by Governments for criminal conduct like in the last crisis. How can we teach our children to be honest in times where faked dissertations from ministers and Politian’s ( like in Germany Minister of Education, Minister of Defence and many more ) are normal and without severe consequences? In times where the cheating one seems to be the one winning? In times where the only task of insurances that people pay a lot for seems to be to avoid paying what they promised? There is a lot to do in all industries but we should do it for the reputation of hospitality and its workers. There are organizations and people who do work actively on change – lets support them. Do not just follow the trend to blame waiters only when you can put less trust into your bank, insurance salesman and politician.

I believe it starts with ourselves. Can I change the others? I honestly don’t want too and it is anyway not as easy and fast as to change myself. I am part of this society and have to live with many things I do not like or respect. But I have the choice to be honest, to keep my self respect and dignity even as a waiter. I need to be humble - thats what my guts tell me - and it makes me feel good. It has cost me jobs, a better position or a raise but it really made me feel good. I can respect myself and I believe the more people start thinking that way the closer we will get to a better society. Slowly, step by step but we should not stop. Service in hotels and restaurants is a great job that I love. The reputation got damaged by greedy owners first and black sheep’s followed.

This is just my personal opinion but I would like your comments !

Comments


© 2017 by Stephan Busch

Training & Lecture Catalogue

Trainings- und Vortragskatalog

It´s Just Hotel Service  ·  Stephan Busch

Hotels  ·  Restaurants & Catering  ·  Cruise Ships  ·  Clubs  ·  Universities

hotelservicemore.com

About this catalogue / Über diesen Katalog

EN — This catalogue presents practical trainings and lectures for hospitality and cruise companies, as well as universities and schools. The programmes combine field-tested operational know-how (hotel openings, fine-dining service, cruise hotel operations, club management) with the skills the market demands in 2026: guest-experience excellence, emotional intelligence, service recovery, AI and digital fluency, leadership and staff retention. All formats are available as group trainings, workshops, one-on-one coaching, and keynote lectures, and can be tailored to each client.

DE — Dieser Katalog präsentiert praxisnahe Trainings und Vorträge für Hotellerie- und Kreuzfahrtunternehmen sowie Universitäten und Schulen. Die Programme verbinden praxiserprobtes operatives Know-how (Hoteneröffnungen, Fine-Dining-Service, Hotelbetrieb auf Kreuzfahrtschiffen, Clubmanagement) mit den Kompetenzen, die der Markt 2026 verlangt: exzellente Gästeerfahrung, emotionale Intelligenz, Beschwerdemanagement, KI- und Digitalkompetenz, Führung und Mitarbeiterbindung. Alle Formate sind als Gruppentrainings, Workshops, Eins-zu-eins-Coaching und Keynote-Vorträge verfügbar und individuell anpassbar.

I. Service & Guest-Experience Trainings

I. Service- und Gästeerlebnis-Trainings

1.  The Art of Anticipation: Five-Star Service Beyond the Standard

DE:  Die Kunst der Antizipation: Fünf-Sterne-Service jenseits des Standards

Format: Group training / workshop

Audience / Zielgruppe: Front-of-house, F&B and front-desk staff in hotels, fine dining and cruise

Suggested duration / Dauer: 1–2 days

EN — Teaches staff to read guests and anticipate needs before they are voiced — the difference between correct service and memorable hospitality. Covers observation, timing, body language, personalised touches and the discreet luxury of being one step ahead.

DE — Vermittelt dem Personal, Gäste zu lesen und Bedürfnisse vorwegzunehmen, bevor sie geäußert werden — der Unterschied zwischen korrektem Service und unvergesslicher Gastfreundschaft. Behandelt Beobachtung, Timing, Körpersprache, persönliche Aufmerksamkeiten und den diskreten Luxus, einen Schritt voraus zu sein.

 

2.  A Complaint Is a Gift: Service Recovery That Builds Loyalty

DE:  Eine Beschwerde ist ein Geschenk: Beschwerdemanagement, das Loyalität schafft

Format: Group training / workshop

Audience / Zielgruppe: All guest-facing staff and supervisors

Suggested duration / Dauer: 1 day

EN — A practical service-recovery method that turns complaints into loyalty. Participants learn the steps of acknowledging, empowering front-line decisions, recovering gracefully under pressure and following up — with role-plays drawn from real hotel, restaurant and cruise situations.

DE — Eine praxisnahe Service-Recovery-Methode, die Beschwerden in Loyalität verwandelt. Die Teilnehmer lernen die Schritte des Anerkennens, der Entscheidungskompetenz an der Front, des souveränen Reagierens unter Druck und der Nachbetreuung — mit Rollenspielen aus realen Hotel-, Restaurant- und Kreuzfahrtsituationen.

 

3.  Emotional Intelligence at the Front Line

DE:  Emotionale Intelligenz an der Service-Front

Format: Workshop

Audience / Zielgruppe: Front desk, concierge, F&B and guest-relations teams

Suggested duration / Dauer: 1 day

EN — The most in-demand hospitality skill of 2026. Staff develop self-awareness, empathy and emotional self-control to handle demanding guests, cultural differences and high-pressure moments while protecting their own wellbeing and that of the team.

DE — Die gefragteste Hospitality-Kompetenz 2026. Die Mitarbeiter entwickeln Selbstwahrnehmung, Empathie und emotionale Selbststeuerung, um anspruchsvolle Gäste, kulturelle Unterschiede und Drucksituationen zu meistern — und dabei das eigene Wohlbefinden und das des Teams zu schützen.

 

4.  The Cultural Code of the Guest: Serving an International Audience

DE:  Der kulturelle Code des Gastes: Internationale Gäste souverän bedienen

Format: Group training

Audience / Zielgruppe: Hotel, cruise and catering teams serving international guests

Suggested duration / Dauer: 1 day

EN — How guest expectations differ across cultures — greeting, dining, personal space, hierarchy and complaint behaviour — and how to adapt service without stereotyping. Built on the trainer’s experience across Asia, Europe, Canada and Russia.

DE — Wie sich Gästeerwartungen je nach Kultur unterscheiden — Begrüßung, Essen, Distanz, Hierarchie und Beschwerdeverhalten — und wie man den Service anpasst, ohne zu stereotypisieren. Basierend auf der Erfahrung des Trainers in Asien, Europa, Kanada und Russland.

 

5.  The Silent Signals: Body Language & Non-Verbal Service

DE:  Stille Signale: Körpersprache und nonverbaler Service

Format: Workshop

Audience / Zielgruppe: All guest-facing staff

Suggested duration / Dauer: Half day – 1 day

EN — Posture, distance, eye contact, gesture and grooming — the signals staff send before they speak. Participants learn to project warmth, competence and discretion, and to read the unspoken signals of guests.

DE — Haltung, Distanz, Blickkontakt, Gestik und Erscheinungsbild — die Signale, die Mitarbeiter senden, bevor sie sprechen. Die Teilnehmer lernen, Wärme, Kompetenz und Diskretion auszustrahlen und die unausgesprochenen Signale der Gäste zu lesen.

 

II. Management & Leadership Trainings

II. Management- und Führungstrainings

6.  From Colleague to Leader: First-Time Hospitality Supervisors

DE:  Vom Kollegen zur Führungskraft: Erstmalige Vorgesetzte in der Hotellerie

Format: Group training + coaching

Audience / Zielgruppe: Newly promoted supervisors and team leaders

Suggested duration / Dauer: 2 days

EN — Equips newly promoted supervisors with the essentials: delegation, giving feedback, leading former peers, handling conflict and basic financial literacy (cost, labour, upselling). Practical, hands-on and scenario-based.

DE — Rüstet frisch beförderte Vorgesetzte mit dem Wesentlichen aus: Delegation, Feedback geben, ehemalige Kollegen führen, Konflikte lösen und betriebswirtschaftliche Grundlagen (Kosten, Personal, Upselling). Praxisnah und szenariobasiert.

 

7.  Keeping Your Best People: Staff Retention & Engagement

DE:  Die Besten halten: Mitarbeiterbindung und Engagement

Format: Management workshop

Audience / Zielgruppe: Department heads, GMs, HR and owners

Suggested duration / Dauer: 1 day

EN — Addresses the industry’s biggest challenge — turnover and ‘quiet quitting’. Managers learn to spot early disengagement, build motivation beyond pay, design recognition that works and create schedules and cultures that keep good people.

DE — Behandelt die größte Herausforderung der Branche — Fluktuation und „stille Kündigung“. Führungskräfte lernen, frühe Demotivation zu erkennen, Motivation jenseits der Bezahlung aufzubauen, wirksame Anerkennung zu gestalten und eine Kultur zu schaffen, die gute Mitarbeiter hält.

 

8.  Leading Across Generations & Ages in Hospitality

DE:  Führen über Generationen und Altersgruppen hinweg in der Hotellerie

Format: Management workshop

Audience / Zielgruppe: Managers, HR, owners

Suggested duration / Dauer: Half day – 1 day

EN — How to lead teams that span four generations and to value experienced staff over 60 as an asset, not a liability. Covers communication styles, mentoring pairings, knowledge transfer and fair, age-inclusive recruitment.

DE — Wie man Teams führt, die vier Generationen umfassen, und erfahrene Mitarbeiter über 60 als Gewinn statt als Last schätzt. Behandelt Kommunikationsstile, Mentoring-Tandems, Wissenstransfer und faires, altersinklusives Recruiting.

 

9.  Hire for Character, Train for Skill: Recruiting & Onboarding

DE:  Charakter einstellen, Fähigkeiten schulen: Recruiting und Onboarding

Format: Management training

Audience / Zielgruppe: GMs, HR, department heads

Suggested duration / Dauer: 1 day

EN — Why attitude beats experience in service roles, and how to interview for it. Covers structured interviewing, trial shifts, red flags, and an onboarding programme that makes new hires productive and loyal in their first 90 days.

DE — Warum Haltung in Servicerollen wichtiger ist als Erfahrung — und wie man gezielt danach auswählt. Behandelt strukturierte Interviews, Probearbeit, Warnsignale und ein Onboarding-Programm, das neue Mitarbeiter in den ersten 90 Tagen produktiv und loyal macht.

 

III. Specialised & Niche Programmes

III. Spezial- und Nischenprogramme

10.  Pre-Opening Excellence: From Empty Building to Full House

DE:  Pre-Opening-Exzellenz: Vom leeren Gebäude zum vollen Haus

Format: Consulting-led training / coaching

Audience / Zielgruppe: Pre-opening teams of new hotels, resorts and cruise ships

Suggested duration / Dauer: Tailored programme

EN — A rare, field-tested programme for opening teams. Covers the critical-path timeline, SOP development, recruitment and training waves, supplier set-up, mock services and the first guest-ready inspection — drawn from numerous hotel, club and cruise-ship openings.

DE — Ein seltenes, praxiserprobtes Programm für Eröffnungsteams. Behandelt den kritischen Zeitplan, SOP-Entwicklung, Recruiting- und Trainingswellen, Lieferantenaufbau, Probeläufe und die erste gästebereite Abnahme — aus zahlreichen Hotel-, Club- und Kreuzfahrtschiff-Eröffnungen.

 

11.  Hospitality at Sea: Hotel Operations on Cruise & River Ships

DE:  Gastfreundschaft auf See: Hotelbetrieb auf Kreuzfahrt- und Flussschiffen

Format: Group training / career seminar

Audience / Zielgruppe: Crew, hotel departments on ships, and students considering a cruise career

Suggested duration / Dauer: 1–2 days

EN — The booming cruise sector explained from the inside: life and service standards on board, the rhythm of embarkation days, multicultural crews, confined-space teamwork, and why ships are an ideal fast-track career start in hospitality.

DE — Der boomende Kreuzfahrtsektor von innen erklärt: Leben und Servicestandards an Bord, der Rhythmus der Anlegetage, multikulturelle Crews, Teamarbeit auf engem Raum und warum Schiffe ein idealer Karriere-Schnellstart in der Hotellerie sind.

 

12.  Protecting the House: Loss Prevention & Hotel Security Awareness

DE:  Das Haus schützen: Schadenprävention und Sicherheitsbewusstsein im Hotel

Format: Group training

Audience / Zielgruppe: Management, front desk, housekeeping, F&B and security staff

Suggested duration / Dauer: Half day – 1 day

EN — Where losses really happen — guests, staff and weak systems — and how to build controls without creating a climate of distrust. Includes theft and fraud patterns, cash and inventory controls, data and cyber awareness, and the legally required basics of guest-safety vigilance.

DE — Wo Verluste wirklich entstehen — Gäste, Personal und schwache Systeme — und wie man Kontrollen aufbaut, ohne ein Klima des Misstrauens zu schaffen. Beinhaltet Diebstahl- und Betrugsmuster, Bargeld- und Inventarkontrollen, Daten- und Cyber-Bewusstsein sowie die rechtlich erforderlichen Grundlagen der Gästesicherheit.

 

13.  AI & Digital Tools for the Hospitality Floor

DE:  KI und digitale Werkzeuge für den Hospitality-Alltag

Format: Workshop

Audience / Zielgruppe: Staff and managers adopting PMS, POS and AI tools

Suggested duration / Dauer: Half day – 1 day

EN — A practical, non-technical workshop on where automation and AI genuinely help — check-in, personalisation, scheduling, guest messaging — and where the human touch must stay. Hands-on with the everyday digital tools staff now need to master.

DE — Ein praxisnaher, nicht-technischer Workshop darüber, wo Automatisierung und KI wirklich helfen — Check-in, Personalisierung, Dienstplanung, Gästekommunikation — und wo die menschliche Note bleiben muss. Praktische Übungen mit den digitalen Alltagswerkzeugen, die das Personal heute beherrschen muss.

 

IV. Lectures & Keynotes (Universities, Schools, Conferences)

IV. Vorträge & Keynotes (Universitäten, Schulen, Konferenzen)

14.  It´s Just Hotel Service? The Real Economics of Hospitality

DE:  Nur Hotelservice? Die wahre Ökonomie der Gastfreundschaft

Format: Keynote lecture

Audience / Zielgruppe: University and school students, industry conferences

Suggested duration / Dauer: 60–90 min

EN — An engaging keynote on why service is the true product of the hospitality industry and how small human moments translate into loyalty, reviews and revenue. Rich with real stories from hotels, clubs and cruise ships across the world.

DE — Eine fesselnde Keynote darüber, warum Service das eigentliche Produkt der Hotellerie ist und wie kleine menschliche Momente in Loyalität, Bewertungen und Umsatz umschlagen. Reich an echten Geschichten aus Hotels, Clubs und Kreuzfahrtschiffen weltweit.

 

15.  Careers Without Borders: Building an International Hospitality Career

DE:  Karriere ohne Grenzen: Eine internationale Hospitality-Laufbahn aufbauen

Format: Lecture / career talk

Audience / Zielgruppe: Hospitality and tourism students, graduates

Suggested duration / Dauer: 60–90 min

EN — A motivating, practical talk for students: how to build an international career across hotels, resorts and cruise lines, what employers really look for, how to use internships and sponsorships (e.g. the Humboldt Foundation), and how to stand out in a global market.

DE — Ein motivierender, praxisnaher Vortrag für Studierende: wie man eine internationale Karriere über Hotels, Resorts und Kreuzfahrtlinien aufbaut, worauf Arbeitgeber wirklich achten, wie man Praktika und Förderungen (z. B. die Humboldt-Stiftung) nutzt und wie man sich auf einem globalen Markt abhebt.

 

16.  The Future of Service: AI, Robots and the Irreplaceable Human

DE:  Die Zukunft des Service: KI, Roboter und der unersetzliche Mensch

Format: Keynote lecture

Audience / Zielgruppe: Universities, industry conferences, leadership audiences

Suggested duration / Dauer: 60–90 min

EN — A forward-looking keynote on how AI and automation are reshaping hospitality — and why the human element becomes more valuable, not less. Separates hype from reality and shows where future professionals should invest their skills.

DE — Eine zukunftsgerichtete Keynote darüber, wie KI und Automatisierung die Hotellerie verändern — und warum das Menschliche wertvoller wird, nicht weniger wert. Trennt Hype von Realität und zeigt, in welche Kompetenzen künftige Fachkräfte investieren sollten.

 

17.  Educating for Hospitality in Times of Crisis

DE:  Bildung für Tourismus und Hotellerie in Krisenzeiten

Format: Academic lecture / panel

Audience / Zielgruppe: Universities, faculty, tourism & hospitality programmes

Suggested duration / Dauer: 60–90 min

EN — An academic lecture on how hospitality and tourism education must adapt to crises — pandemics, labour shortages, geopolitical shifts — bridging classroom and industry. Suitable as a stand-alone lecture or a conference panel contribution.

DE — Ein akademischer Vortrag darüber, wie sich die Tourismus- und Hospitality-Ausbildung an Krisen anpassen muss — Pandemien, Arbeitskräftemangel, geopolitische Verschiebungen — und Hörsaal und Praxis verbindet. Geeignet als eigenständiger Vortrag oder Konferenz-Panelbeitrag.

 

Formats & next steps / Formate & nächste Schritte

EN — Every programme is available as a tailored group training, workshop, one-on-one coaching or keynote lecture, on-site or online, in English or German. Contact us via hotelservicemore.com for a free evaluation and a proposal matched to your team, property or institution.

DE — Jedes Programm ist als maßgeschneidertes Gruppentraining, Workshop, Eins-zu-eins-Coaching oder Keynote-Vortrag verfügbar — vor Ort oder online, auf Englisch oder Deutsch. Kontaktieren Sie uns über hotelservicemore.com (stephanbusch@hotmail.com)für eine kostenlose Bewertung und ein auf Ihr Team, Ihr Haus oder Ihre Institution zugeschnittenes Angebot.

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