Had I Known

by Barbara Ehrenreich

  On the morning of my first full day of job searching, I take a red pen to the want ads, which are auspiciously numerous. Everyone in Key West’s booming “hospitality industry” seems to be looking for someone like me—trainable, flexible, and with suitably humble expectations as to pay. I know I possess certain traits that might be advantageous—I’m white and, I like to think, well-spoken and poised—but I decide on two rules: One, I cannot use any skills derived from my education or usual work—not that there are a lot of want ads for satirical essayists anyway. Two, I have to take the best-paid job that is offered me and of course do my best to hold it; no Marxist rants or sneaking off to read novels in the ladies’ room. In addition, I rule out various occupations for one reason or another: Hotel front-desk clerk, for example, which to my surprise is regarded as unskilled and pays around $7 an hour, gets eliminated because it involves standing in one spot for eight hours a day. Waitressing is similarly something I’d like to avoid, because I remember it leaving me bone tired when I was eighteen, and I’m decades of varicosities and back pain beyond that now. Telemarketing, one of the first refuges of the suddenly indigent, can be dismissed on grounds of personality. This leaves certain supermarket jobs, such as deli clerk, or housekeeping in Key West’s thousands of hotel and guest rooms. Housekeeping is especially appealing, for reasons both atavistic and practical: it’s what my mother did before I came along, and it can’t be too different from what I’ve been doing part-time, in my own home, all my life.

  So I put on what I take to be a respectable-looking outfit of ironed Bermuda shorts and scooped-neck T-shirt and set out for a tour of the local hotels and supermarkets. Best Western, Econo Lodge, and HoJo’s all let me fill out application forms, and these are, to my relief, interested in little more than whether I am a legal resident of the United States and have committed any felonies. My next stop is Winn-Dixie, the supermarket, which turns out to have a particularly onerous application process, featuring a fifteen-minute “interview” by computer since, apparently, no human on the premises is deemed capable of representing the corporate point of view. I am conducted to a large room decorated with posters illustrating how to look “professional” (it helps to be white and, if female, permed) and warning of the slick promises that union organizers might try to tempt me with. The interview is multiple choice: Do I have anything, such as child-care problems, that might make it hard for me to get to work on time? Do I think safety on the job is the responsibility of management? Then, popping up cunningly out of the blue: How many dollars’ worth of stolen goods have I purchased in the last year? Would I turn in a fellow employee if I caught him stealing? Finally, “Are you an honest person?”

  Apparently, I ace the interview, because I am told that all I have to do is show up in some doctor’s office tomorrow for a urine test. This seems to be a fairly general rule: if you want to stack Cheerio boxes or vacuum hotel rooms in chemically fascist America, you have to be willing to squat down and pee in front of some health worker (who has no doubt had to do the same thing herself.) The wages Winn-Dixie is offering—$6 and a couple of dimes to start with—are not enough, I decide, to compensate for this indignity.2

  I lunch at Wendy’s, where $4.99 gets you unlimited refills at the Mexican part of the Super-bar, a comforting surfeit of refried beans and “cheese sauce.” A teenage employee, seeing me studying the want ads, kindly offers me an application form, which I fill out, though here, too, the pay is just $6 and change an hour. Then it’s off for a round of the locally owned inns and guesthouses. At “The Palms,” let’s call it, a bouncy manager actually takes me around to see the rooms and meet the existing housekeepers, who, I note with satisfaction, look pretty much like me—faded ex-hippie types in shorts with long hair pulled back in braids. Mostly, though, no one speaks to me or even looks at me except to proffer an application form. At my last stop, a palatial B & B, I wait twenty minutes to meet “Max,” only to be told that there are no jobs now but there should be one soon, since “nobody lasts more than a couple weeks.” (Because none of the people I talked to knew I was a reporter, I have changed their names to protect their privacy and, in some cases perhaps, their jobs.)

  Three days go by like this and, to my chagrin, no one out of the approximately twenty places I’ve applied calls me for an interview. I had been vain enough to worry about coming across as too educated for the jobs I sought, but no one even seems interested in finding out how overqualified I am. Only later will I realize that the want ads are not a reliable measure of the actual jobs available at any particular time. They are, as I should have guessed from Max’s comment, the employers’ insurance policy against the relentless turnover of the low-wage workforce. Most of the big hotels run ads almost continually, just to build a supply of applicants to replace the current workers as they drift away or are fired, so finding a job is just a matter of being at the right place at the right time and flexible enough to take whatever is being offered that day. This finally happens to me at one of the big discount hotel chains, where I go, as usual, for housekeeping and am sent, instead, to try out as a waitress at the attached “family restaurant,” a dismal spot with a counter and about thirty tables that looks out on a parking garage and features such tempting fare as “Pollish [sic] sausage and BBQ sauce” on 95-degree days. Phillip, the dapper young West Indian who introduces himself as the manager, interviews me with about as much enthusiasm as if he were a clerk processing me for Medicare, the principal questions being what shifts can I work and when can I start. I mutter something about being woefully out of practice as a waitress, but he’s already on to the uniform: I’m to show up tomorrow wearing black slacks and black shoes; he’ll provide the rust-colored polo shirt with HEARTHSIDE embroidered on it, though I might want to wear my own shirt to get to work, ha ha. At the word “tomorrow,” something between fear and indignation rises in my chest. I want to say, “Thank you for your time, sir, but this is just an experiment, you know, not my actual life.”

  So begins my career at the Hearthside, I shall call it, one small profit center within a global discount hotel chain, where for two weeks I work from 2:00 till 10:00 P.M. for $2.43 an hour plus tips.3 In some futile bid for gentility, the management has barred employees from using the front door, so my first day I enter through the kitchen, where a red-faced man with shoulder-length blond hair is throwing frozen steaks against the wall and yelling, “Fuck this shit!” “That’s just Jack,” explains Gail, the wiry middle-aged waitress who is assigned to train me. “He’s on the rag again”—a condition occasioned, in this instance, by the fact that the cook on the morning shift had forgotten to thaw out the steaks. For the next eight hours, I run after the agile Gail, absorbing bits of instruction along with fragments of personal tragedy. All food must be trayed, and the reason she’s so tired today is that she woke up in a cold sweat thinking of her boyfriend, who killed himself recently in an upstate prison. No refills on lemonade. And the reason he was in prison is that a few DUIs caught up with him, that’s all, could have happened to anyone. Carry the creamers to the table in a monkey bowl, never in your hand. And after he was gone she spent several months living in her truck, peeing in a plastic pee bottle and reading by candlelight at night, but you can’t live in a truck in the summer, since you need to have the windows down, which means anything can get in, from mosquitoes on up.

  At least Gail puts to rest any fears I had of appearing overqualified. From the first day on, I find that of all the things I have left behind, such as home and identity, what I miss the most is competence. Not that I have ever felt utterly competent in the writing business, in which one day’s success augurs nothing at all for the next. But in my writing life, I at least have some notion of procedure: do the research, make the outline, rough out a draft, etc. As a server, though, I am beset by requests like bees: more iced tea here, ketchup over there, a to-go box for table fourteen, and where are the high chairs, anyway? Of the twenty-seven tables, up to six are usually mine at any time, though on slow
afternoons or if Gail is off, I sometimes have the whole place to myself. There is the touch-screen computer-ordering system to master, which is, I suppose, meant to minimize server-cook contact, but in practice requires constant verbal fine-tuning: “That’s gravy on the mashed, OK? None on the meatloaf,” and so forth—while the cook scowls as if I were inventing these refinements just to torment him. Plus, something I had forgotten in the years since I was eighteen: about a third of a server’s job is “side work” that’s invisible to customers—sweeping, scrubbing, slicing, refilling, and restocking. If it isn’t all done, every little bit of it, you’re going to face the 6:00 P.M. dinner rush defenseless and probably go down in flames. I screw up dozens of times at the beginning, sustained in my shame entirely by Gail’s support—“It’s OK, baby, everyone does that sometime”—because, to my total surprise and despite the scientific detachment I am doing my best to maintain, I care.

  The whole thing would be a lot easier if I could just skate through it as Lily Tomlin in one of her waitress skits, but I was raised by the absurd Booker T. Washingtonian precept that says: If you’re going to do something, do it well. In fact, “well” isn’t good enough by half. Do it better than anyone has ever done it before. Or so said my father, who must have known what he was talking about because he managed to pull himself, and us with him, up from the mile-deep copper mines of Butte to the leafy suburbs of the Northeast, ascending from boilermakers to martinis before booze beat out ambition. As in most endeavors I have encountered in my life, doing it “better than anyone” is not a reasonable goal. Still, when I wake up at 4:00 A.M. in my own cold sweat, I am not thinking about the writing deadlines I’m neglecting; I’m thinking about the table whose order I screwed up so that one of the boys didn’t get his kiddie meal until the rest of the family had moved on to their Key Lime pies. That’s the other powerful motivation I hadn’t expected—the customers, or “patients,” as I can’t help thinking of them on account of the mysterious vulnerability that seems to have left them temporarily unable to feed themselves. After a few days at Hearthside, I feel the service ethic kick in like a shot of oxytocin, the nurturance hormone. The plurality of my customers are hardworking locals—truck drivers, construction workers, even housekeepers from the attached hotel—and I want them to have the closest to a “fine dining” experience that the grubby circumstances will allow. No “you guys” for me; everyone over twelve is “sir” or “ma’am.” I ply them with iced tea and coffee refills; I return, mid-meal, to inquire how everything is; I doll up their salads with chopped raw mushrooms, summer squash slices, or whatever bits of produce I can find that have survived their sojourn in the cold-storage room mold-free.

  There is Benny, for example, a short, tight-muscled sewer repairman, who cannot even think of eating until he has absorbed a half hour of air-conditioning and ice water. We chat about hyperthermia and electrolytes until he is ready to order some finicky combination like soup of the day, garden salad, and a side of grits. There are the German tourists who are so touched by my pidgin “Wilkommen” and “Ist alles gut?” that they actually tip. (Europeans, spoiled by their trade-union-ridden, high-wage welfare states, generally do not know that they are supposed to tip. Some restaurants, the Hearthside included, allow servers to “grat” their foreign customers, or add a tip to the bill. Since this amount is added before the customers have a chance to tip or not tip, the practice amounts to an automatic penalty for imperfect English.) There are the two dirt-smudged lesbians, just off their construction shift, who are impressed enough by my suave handling of the fly in the piña colada that they take the time to praise me to Stu, the assistant manager. There’s Sam, the kindly retired cop, who has to plug up his tracheotomy hole with one finger in order to force the cigarette smoke into his lungs.

  Sometimes I play with the fantasy that I am a princess who, in penance for some tiny transgression, has undertaken to feed each of her subjects by hand. But the non-princesses working with me are just as indulgent, even when this means flouting management rules—concerning, for example, the number of croutons that can go on a salad (six). “Put on all you want,” Gail whispers, “as long as Stu isn’t looking.” She dips into her own tip money to buy biscuits and gravy for an out-of-work mechanic who’s used up all his money on dental surgery, inspiring me to pick up the tab for his milk and pie. Maybe the same high levels of agape can be found throughout the “hospitality industry.” I remember the poster decorating one of the apartments I looked at, which said “If you seek happiness for yourself you will never find it. Only when you seek happiness for others will it come to you,” or words to that effect—an odd sentiment, it seemed to me at the time, to find in the dank one-room basement apartment of a bellhop at the Best Western. At the Hearthside, we utilize whatever bits of autonomy we have to ply our customers with the illicit calories that signal our love. It is our job as servers to assemble the salads and desserts, pouring the dressing and squirting the whipped cream. We also control the number of butter patties our customers get and the amount of sour cream on their baked potatoes. So if you wonder why Americans are so obese, consider the fact that waitresses both express their humanity and earn their tips through the covert distribution of fats.

  Ten days into it, this is beginning to look like a livable lifestyle. I like Gail, who is “looking at fifty” but moves so fast she can alight in one place and then another without apparently being anywhere between them. I clown around with Lionel, the teenage Haitian busboy, and catch a few fragments of conversation with Joan, the svelte fortyish hostess and militant feminist who is the only one of us who dares to tell Jack to shut the fuck up. I even warm up to Jack when, on a slow night and to make up for a particularly unwarranted attack on my abilities, or so I imagine, he tells me about his glory days as a young man at “coronary school”—or do you say “culinary”?—in Brooklyn, where he dated a knock-out Puerto Rican chick and learned everything there is to know about food. I finish up at 10:00 or 10:30, depending on how much side work I’ve been able to get done during the shift, and cruise home to the tapes I snatched at random when I left my real home—Marianne Faithfull, Tracy Chapman, Enigma, King Sunny Adé, the Violent Femmes—just drained enough for the music to set my cranium resonating, but hardly dead. Midnight snack is Wheat Thins and Monterey Jack, accompanied by cheap white wine on ice and whatever AMC has to offer. To bed by 1:30 or 2:00, up at 9:00 or 10:00, read for an hour while my uniform whirls around in the landlord’s washing machine, and then it’s another eight hours spent following Mao’s central instruction, as laid out in the Little Red Book, which was: Serve the people.

  I could drift along like this, in some dreamy proletarian idyll, except for two things. One is management. If I have kept this subject on the margins thus far it is because I still flinch to think that I spent all those weeks under the surveillance of men (and later women) whose job it was to monitor my behavior for signs of sloth, theft, drug abuse, or worse. Not that managers and especially “assistant managers” in low-wage settings like this are exactly the class enemy. In the restaurant business, they are mostly former cooks or servers, still capable of pinch-hitting in the kitchen or on the floor, just as in hotels they are likely to be former clerks, and paid a salary of only about $400 a week. But everyone knows they have crossed over to the other side, which is, crudely put, corporate as opposed to human. Cooks want to prepare tasty meals, servers want to serve them graciously, but managers are there for only one reason—to make sure that money is made for some theoretical entity that exists far away in Chicago or New York, if a corporation can be said to have a physical existence at all. Reflecting on her career, Gail tells me ruefully that she had sworn, years ago, never to work for a corporation again. “They don’t cut you no slack. You give and you give, and they take.”

  Managers can sit—for hours at a time if they want—but it’s their job to see that no one else ever does, even when there’s nothing to do, and this is why, for servers, slow times can be as exhausting as
rushes. You start dragging out each little chore, because if the manager on duty catches you in an idle moment, he will give you something far nastier to do. So I wipe, I clean, I consolidate ketchup bottles and recheck the cheesecake supply, even tour the tables to make sure the customer evaluation forms are all standing perkily in their places—wondering all the time how many calories I burn in these strictly theatrical exercises. When, on a particularly dead afternoon, Stu finds me glancing at a USA Today a customer has left behind, he assigns me to vacuum the entire floor with the broken vacuum cleaner that has a handle only two feet long, and the only way to do that without incurring orthopedic damage is to proceed from spot to spot on your knees.

  On my first Friday at the Hearthside there is a “mandatory meeting for all restaurant employees,” which I attend, eager for insight into our overall marketing strategy and the niche (your basic Ohio cuisine with a tropical twist?) we aim to inhabit. But there is no “we” at this meeting. Phillip, our top manager except for an occasional “consultant” sent out by corporate headquarters, opens it with a sneer: “The break room—it’s disgusting. Butts in the ashtrays, newspapers lying around, crumbs.” This windowless little room, which also houses the time clock for the entire hotel, is where we stash our bags and civilian clothes and take our half-hour meal breaks. But a break room is not a right, he tells us. It can be taken away. We should also know that the lockers in the break room and whatever is in them can be searched at any time. Then comes gossip; there has been gossip; gossip (which seems to mean employees talking among themselves) must stop. Off-duty employees are henceforth barred from eating at the restaurant, because “other servers gather around them and gossip.” When Phillip has exhausted his agenda of rebukes, Joan complains about the condition of the ladies’ room and I throw in my two bits about the vacuum cleaner. But I don’t see any backup coming from my fellow servers, each of whom has subsided into her own personal funk; Gail, my role model, stares sorrowfully at a point six inches from her nose. The meeting ends when Andy, one of the cooks, gets up, muttering about breaking up his day off for this almighty bullshit.