Contract Cleaning
System
It isn’t easy to select the correct cleaning contractor when everyone is stating they are the best. An impressive sales folder doesn’t prove anything and can sometimes be very deceiving. Most of the questions that need answering about quality cleaning is not openly detailed from the outset. Cleaning contractors miss the point in what is really important, aspects such as:
A cleaning contractor might be operating to great standards in another city, but this doesn’t automatically mean they can replicate this model elsewhere. How can they be operationally as good in one city with 1 contract than another where they have 20+ accounts. The truth is that they can’t and have to take a risk. The risk can pay off if they are lucky and get good cleaners that self-manage, but this is all they can hope for with their operations being clustered further away.
We know there is no magic wand to recruit and train the correct personnel. Management takes skill, monitoring progress takes time. Retraining is also likely especially if it’s a difficult role. Cleaning is more difficult than people think and even cleaning companies overlook this point. Cleaners need to be very switched on if they are to complete daily and weekly cleaning to a specific schedule. But it doesn’t stop there, cleaners need to be trained to take ownership of their role and care about their job.
So the overriding question is, how can a cleaning supervisor/boss allocate the time required to follow these critical steps and have the knowledge to follow it through?
If it is believed that correct management is the key to a clean site, is the supervisor/boss best equipped to be able to handle this expectation? And how much time can they commit? All the questions point to them, they are making the difference, not the cleaners.
We fundamentally believe that constant management is the only way cleaners can sustain high standards. It is impossible to expect cleaners to maintain a standard if they are not seen for 30 days at a time. They will cut corners, become inconsistent and infuriate general managers with their lack of care. Regional or national companies struggle to manage cleaners closely due to the vast area they have to manage. The company therefore employ several area supervisors who lack management skills, on low wages and only check on the cleaning monthly through journey plans.
Unique easily combats this operational problem.
Our sites are clustered, therefore standards are assessed frequently by management 2-4 times per month. Both standards are checked and contact with cleaners is imperative. These visits are carried out by myself, who has 20 years of experience in cleaning management. If contact is required more frequently, then you could see us many times over a week. We do whatever it takes to achieve, this will be evident in such a short space of time once we commence the contract. We simply become an extended part of your team and link closely with everyone at site level.
All sites are assessed from the outset and bespoke specific cleaning schedules are produced. This tool aids management. If cleaners understand the expectations of the client, they are likely to produce higher standards. Cleaners are trained to follow a cleaning process through this schedule. We then check the schedule is being followed and retrain if necessary. Schedules are also translated to their language and at times we formulate a picture cleaning schedule to clarify exactly what is required.
The fact is you never really know how good a cleaning company is until you make the decision. But looking at all the facts above, do we look less risky than a typical large contractor?
