The Standard Issue 4 2022

WIPING THE SLATE CLEAN:
A BETTER REPUTATION FOR
THE CLEANING INDUSTRY
BY JAMES MARSTON
LBICSc
How much longer can we as a
sector operate in today’s market?
Battling to make contracts
profitable, fighting off the
competition, paying our staff
in many cases minimum wages,
as well as work in a sector with
a reputation as a last resort
employer widely considered to
have little or no opportunities.
Some may see this as a harsh
description eclipsing all the good
work we do but these observations
are regularly quoted to me. No one
wants the current status quo. The
solution is not purely down to the
cleaning sector but our clients, and
society as a whole. Tough to change
the world but not impossible.
What could some of these changes
be? Firstly, a consulted and agreed
sector-wide plan for positive
change with long term objectives
would be a good start.
A mindset change of the general
public and Government about
the value of our people and their
contribution to society would be
most welcome. Especially covering
how working in our industry has
health benefits through regular
physical activity, which might be
news to many.
Skilling all our frontline
teams on induction and beyond
recognising time served
experience, their progress and
increased contribution to the
business through pay. I know that
some companies already do this,
but a significant percentage of
businesses do not.
The hope for UK recommended
remuneration levels or increased
benefits. Perhaps incentives
backed by the sector for time
served skilled operatives,
including those promoted to team
leaders and supervisors. Some
organisations do this already to
great effect. All clients, building
owners and service providers
could be stakeholders in its
design. Instead of fighting for new
contracts based on squeezed costs,
it’s in fact quality that could be the
winning factor.
What would our rebranded
cleaning sector look like? For
cleaning operatives it’s a place to
keep working and not a stepping
stone to something better. A
solution to secure household
income and not the last choice in
people’s minds.
JAMES MARSTON
Training and Support Specialist
Recognition in pay for new skills
gained and value to the clients
and service providers. A career
for those who want one with
clear achievable steps to greater
responsibility.
For employers and clients, a
consistent service, considerably
higher staff retention rates. Skills
training for staff in the long term
not on recruitment and induction
to replace existing human resource.
Less churn means lower costs and
closer partnerships.
Greater recognition by the public
as an essential service for all with
better terms and conditions, a
bright future for its employees and
happy customers!
Of course, we all want this and
there are other barriers and
influences organisations and the
sector must tackle to win.
A conversation with sector leaders
and organisations would be a good
place to start. I for one would do all
I can in support of positive change
for us all.