The success of a cleaning contract starts and finishes with the cleaning task specification. Many of you have asked for a industry standard specification for a “Class A” office building. I have attached a pdf of a sample specification for everyone.
There are two types of scenarios, contracts that have employee turnover and those that don’t. Not much in between. The commonality of all high turnover contracts is the presence of negative leadership at one point in the contract. Cleaning staffs are easily influenced by a strong, negative personality. This person may be the lowest paid labor or the area cleaning manager. The remaining staff is forced to choose. The good people alert people leave. The good, not so alert people get corrupted to increase their dissatisfaction and decrease their work output.
When management makes the mistake of gradual turnaround of a low performing crew, this negative legacy is passed on to the next group and takes hold to grow back under a new negative leader. The smooth running accounts in contrast are the reverse where the baton of the positive leader is the norm and make a transition with each leader change.