The maintenance of a motivated and consistent workforce is probably one of the biggest challenges in commercial cleaning services. The quality and reliability of your cleaning teams will flow through directly to your customer service levels and consequently the performance and reputation of your stakeholders.

The UK cleaning industry relies on migrant labour more heavily than other economic sectors, with 24% of workers having a non-UK nationality, compared to the average of 18% across other industries and so with Brexit underway, the marketplace for good cleaning resources is likely to get tougher.

Now is the time to invest in your current workforce to improve retention of your existing teams by increasing their motivation.

Share good news and pass on feedback both good and not so good

The reward felt by the frontline workforce when not only your customers are satisfied, but their customers are delighted, cannot be underestimated when this is passed on. Make sure there is a regular channel for feedback to the cleaning teams. Do not be afraid to share feedback that requires improvement as long as this is done in a way that allows teams to address these suggestions and measurably improve. These feedback loops empower teams and make them feel more influential on service levels delivered.

Open up multiple communication channels

It is essential that frontline staff can feel that they have many ways of communicating throughout your organisation. Often, they are confined to their line management and this may make them feel intimidated if they want to raise important issues. An open line to HR and even senior management is never a bad thing

Formal appraisals and feedback sharing

A well run regular appraisal process is not only valuable to your company for identifying talent, improving standards and ensuring remuneration levels are correct, it also serves as a motivator for staff if done well. Cleaning staff can express their aspirations and set their development plans not only to address required improvements but to develop and improve skills through training or mentoring helping them to meet their own personal goals.

Re-enforce growth and development

Richard Branson famously said, “Train people well enough so they can leave, treat them well enough so they don’t want to”. In commercial cleaning services, there is a wealth of training and development on offer that will allow your people to meet their objectives. Growth and development needs to become continuously part of your culture as an organisation, not just something you think about at an annual appraisal.

Consider paying loyalty bonuses

With increased competition for good people comes increased risk. Think about loyalty bonuses for 5 year and 10 year anniversaries or extra holiday days after a number of years of service. These can often prove very difficult for staff to give up if they consider moving.

Give your staff the best tools and supplies

Cleaning is not an easy job at the best of times but trying to achieve good results with substandard equipment, poor and outdated systems or inferior and ineffective cleaning chemicals and cleaning supplies will only demoralise and demotivate the teams. Keep up to date with innovations that improve their performance and working practices.

Regular events and get togethers

Sharing is caring. Arrange regular meetings where overall business objectives and performance can be shared and encourage staff contribution via Q&As sessions or contributed suggestion slips. There is nothing like getting together with colleagues and discussing issues that can often be resolved between staff members collectively without troubling management groups. Encourage a dialogue through more relaxed formats rather than one way presentations.

Your greatest asset in commercial cleaning services is your labour force so treating it with skill and support is vital. The economic benefits are also compelling with happier customers being prepared to recommend you to new business opportunities based on the high consistent service levels you can achieve.
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