Changing the perception of cleaning operatives

WE ARE quick to shout about the lack of an available workforce, and in a lot of cases, our workforce is transient or nomadic, and cleaning operatives drop in and out of the role as their lifestyle dictates. However, there are those who continue to work in the sector and swap between roles, until their morale or lack of progression, financially and/or in terms of position, force them to leave the industry and find roles elsewhere. 

As James has commented, we continue in many cases to pay cleaning operatives minimum wage with no increase achieved for the length of service, experience or being trained. This is unusual in other sectors in my experience. 

We want to change the perception of the cleaning operative, we want to create a career path in the industry, and we want people to see the industry as being an attractive option when deciding on a career path, but in a lot of cases (not all), we do not offer any incentive to join the industry. 

I have worked in several different industries over the years, and all of them have offered entry-level positions at what was considered the bottom, a poor way of describing entry-level, but have had visible paths to improve and move within the business gaining more responsibility with additional experience and training, but in a lot of cases in cleaning and hygiene what are cleaning operatives able to see as progression?  Particularly for longer-serving operatives who have experience, understand the processes of efficient and effective cleaning, have had training, and have seen no recognition for their service and commitment in their remuneration, is it any surprise that staff retention is difficult and then adds to recruitment shortfalls? 

Remuneration is not the only factor in staff retention, paying more for the length of service is not an answer, there must be more investment to maintain morale and keep people happy and interested in their roles. I do wonder what the staff turnover levels are for cleaning operatives.

Don’t get me wrong, I know there are companies out there that treat their cleaning teams well and do offer progression and incentives for long service, I am not in any way saying it applies to all companies… but there appears to be more that don’t than do. 

Part of the problem could come from what companies are willing to pay for a cleaning service and win work, I am sure many in the industry must be very competitive on price and this has an impact on what the largest cost (staff) can be paid. 

I know I regularly talk about the industry working together, and I do feel the more we do it the better the results we will get, but in this instance, I think educating the general public is key. If you asked someone in the street about what they think about a career in cleaning what do you think they would say? 

However, if you asked them about cleaning in the home, I think you would find a different answer.  The popularity of the likes of Stacey Solomon and Mrs. Hinch has made a difference to this opinion, but it hasn’t transferred into the corporate sector at all. 

Until, as an industry, we can make a career path attractive we will struggle to recruit new people, particularly those starting in their careers. Until we can be seen to recognise long service and provide progression, we will struggle to retain people and until the man in the street recognises the skill set of a cleaning operative and the vital role that they play in everyday life we will remain, as a sector, that is seen as unskilled.

Neil-Spencer Cook is chief operating officer at BICSc.

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