Posts

Applying Maslow’s Hierarchy of Needs to a Cleaning Operation

In his paper, “A Theory of Human Motivation” published in the 1943 issue of Psychological Review, Abraham Maslow revealed a pyramid in which various levels of human needs were defined (see Figure 1). Ultimately, the theory suggests that humans must cover their most basic needs (like food, shelter and safety) before they can think about higher level goals, like education or relationships. 

Maslow’s Hierarchy or Needs (Figure 1).

We can benefit from looking at a cleaning operation in a similar way. There are certain fundamental needs within a custodial operation that must be met in order for the program to be effective and meet certain higher-level goals. Too often, our conversation about cleaning is just through a specific lens rather than looking at the operation as a whole.

When was the last time someone asked you one of the following questions:

  • What are you doing to make your team more productive?
  • What are you doing to reduce the turnover in your operation?
  • How are you reducing injuries?
  • Can you stop the man on the third floor from complaining every time we clean his office?

Stepping back and looking at a custodial operation with Maslow’s framework in mind could be useful in answering these questions, and improving your overall operation. Because, if the baseline needs of your cleaning operation aren’t met, how can you make sure it, and all the intricate, moving pieces involved in it, operate at their fullest potential?

___________________________

The Hierarchy of Needs within a Custodial Operation

FOUNDATION: Tools and People

At the foundation of every custodial operation is the tools and labor to clean. In our industry, we spend the majority of our time talking about the tools rather than the labor, but that’s another blog post for another day. If you don’t have equipment, such as flat mops, buckets, auto scrubbers, vacuums, cloths, chemicals—you get where we’re going—then it’s going to be tough to do much cleaning. 

The same goes for people. You might have all the best equipment in the world, but without the people to use the equipment, apply the chemicals and remove the soil, you can’t clean.

LEVEL 1: Safety & Training

A cleaning program’s hierarchy of needs.

Once you have the equipment, people and cleaning supplies in place, the next level of any cleaning operation is making sure they have the right training and safety equipment to protect them from injury. Surprisingly, custodians continue to experience one of the highest injury rates of any occupation. Most injuries result from slips and falls, over-exertion and improperly mixing  of chemical. 

Teaching custodial workers not just what to clean, but HOW to clean is also critical. Help them understand the correct routes to follow, best techniques for lifting heavy equipment and how to prevent cross contamination. 

Equipping custodians with the right personal protective equipment is not only the law, it can also go a long way in making them feel more valued, reducing injuries and insurance costs. 

LEVEL 2: Recognition and Appreciation

Once the basic elements of the custodial operation are in place, the next level in a custodial operation’s hierarchy of needs is the sense of value. This is instilled by offering recognition to custodial workers and making them feel appreciated for what they do. A lot of housekeeping and environmental service operations use the month of September to recognize employees through events such as housekeepers week or environmental services week, typically the second full week of September. 

It’s important not for just custodial management to acknowledge and show appreciation for people who clean our buildings, but everyone within a building. A simple “thank you” helps a custodial worker feel valued for the important work they do.

LEVEL 3: Self Actualization

At the top of the pyramid is self-actualization, which is understanding one’s importance and achieving one’s full potential. When a custodial operation reaches this point, it is filled with a group of engaged team players who strive to work to the best of their abilities. They have been given the supplies and training to do their job effectively, they feel valued and appreciated for their work and do their best to fulfill their role. Because of their engagement, these employees may be well suited to take on new roles or responsibility within the organization and help mentor others.

Would you agree with this proposed hierarchy of needs? What systems do you have in place to create a group of engaged and committed custodians? We’d love to hear your thoughts — please share them on our Facebook page at https://www.facebook.com/managemen.

5 Questions You Should Ask About Your Custodial Closets

When you go in for your annual health examination, the doctor will often ask you a series of questions. For example, are you sleeping well? Do you have any aches and pains? How is your diet? The purpose of these questions is to assess your health and unmask any underlying symptoms that could point to a larger issue.

Over the years, we have found that by looking at a custodial closet, we can assess the health of a cleaning organization. The janitorial closet reveals key details not only about the cleaning worker, but also the management of the building. A dirty custodial closet is like a fever. It shows us that there’s something wrong somewhere in the operation. Safety, training and purchasing issues can all be uncovered in a janitor’s closet. 

If you want to diagnose the health of your custodial operation, here are five key questions to ask when looking at custodial closets in your building:

1. Is equipment dirty? You can’t clean with dirty tools and equipment. Dirty vacuums belch out dust throughout hallways and dirty squeegees leave streaks on glass. Dirty microfiber cloths can lead to cross contamination and filthy bottles can lead to dirty hands—and potential safety issues. Dirty equipment reveals insights into your preventative maintenance program, or lack thereof. It also reveals how employees are treated and the effectiveness of your training program. 

2. Is the room cluttered? Clutter shows disorganization. Maybe custodial workers are bringing in personal items or hoarding cleaning supplies. It might mean that you need to talk to them about scheduling or provide additional spaces for them to take breaks. Cluttered closets are a safety issue — people can trip and fall in a cluttered space, or hurt themselves from improper lifting. 

3. Do you have access to all the closets? You might laugh, but you’d be surprised how many custodial operations we go into where custodians have changed the locks because they don’t want other people to have access to their closet. If you can’t access or see inside every closet, there’s a good chance that someone is hoarding equipment and supplies. 

4. What’s on the shelves? Are cleaning chemicals clearly marked? Are there several brands of the same product? This can lead to confusion and inconsistency throughout other areas of your operation. It can also present a potential safety issue, if custodial workers aren’t clear on what chemical they should be using and when.

5. Is the closet serving as a makeshift office, break room and/or chemical storage area? This is the biggest sign that your cleaning program has been mismanaged. Custodians typically don’t like to bother people. In fact, many times they’re so used to being invisible in an operation that they won’t ask for things they need – like space, storage and equal access to break/common areas. Many times they’ll choose to take lunch, breaks, or worse, hide out, in closets because they’ve been given the message that they don’t belong in the building.

Few people enjoy a trip to the doctor, but it’s one of those things you should do even when you feel healthy. Asking just a couple of questions about the health of your custodial closets can help diagnose larger issues within your operation. 

5 Easy Things You Can Do to Energize Your Employees in 2018

The Roman god Janus, from whom the words “janitor” and “January” are derived, looks to both the past and the future.

The month of January is named after the Roman God Janus, the same god that we explained in this post is the god of “beginnings and ends.” It’s from Janus that the word “janitor” is derived, as he metaphorically represented doors and passages. In images, he’s depicted with two faces that enable him to look to the past and future.

As many make personal resolutions to kick off the New Year, January can also be the ideal time to look at what your department has accomplished in the past year and set goals for the future—much like Janus. A good place to start is by thinking about common issues you’ve experienced in the past and find ways around them for the future. For example, maybe you’re having issues keeping cleaning staff, or inventory keeps wandering off because cleaning workers hoard it. These are common issues facility management professionals face, but they aren’t issues that you can’t easily overcome with a little planning and organization.

A lot of common issues faced by cleaning professionals can be overcome with an empowered and energized staff. A good team is the basic building block of any successful cleaning operation. To help you get 2018 started off on the right foot, we’ve pulled together a list of easy ways you can energize your team:

1. Clean and organize your supply cabinets. You wouldn’t believe what we see in some cleaning closets and supply storage areas. In addition to old chemicals and unused equipment, we have found everything from leftover lunches, crumpled up papers and dirt that you wouldn’t find anywhere else in the building. A lot of cleaning storage areas are downright filthy!

Rather than letting your inventory and storage areas become a place cleaning workers avoid, create a clean space that is well organized and allows them to easily find what they need, when they need it. Same goes with cleaning equipment—if it’s dirty, clean it up! Make it something your team is proud to use.

2. Start each morning with a warm-up. The Bureau of Labor statistics lists custodians as a top vocation for the highest rates of injury-causing days away from work in the U.S. Overexertion and repetitive motion injuries for custodial workers, resulting from common tasks such as pulling trash or lifting overfilled mop buckets.

Just one of the exercises in the University of Texas at Austin’s FIT START program.

Many of these injuries are preventable. The University of Texas at Austin has developed an award-winning program that helps custodial workers warm up for the day with exercises for arms, back, legs and neck. You can easily recreate this program to help your workers warm up for their day.

3. Bring recognition to your department. There are several awards given throughout the cleaning industry that showcase best-in-class cleaning operations. From industry trade associations, non-profits such as the Simon Institute and trade publications, such as Facility Cleaning Decisions and Sanitary Maintenance, there are several opportunities to bring much deserved recognition to your cleaning program, specific initiatives or individuals on your team.

One popular award we’d recommend is the Outstanding Cleaning Worker of the Year, which is presented annually at the Simon Industry’s annual Awards Banquet. This award recognizes hard-working individuals on your team who demonstrate a commitment to excellence in the profession. Click here if you know someone who would be a great 2018 award recipient.

Another way to bring recognition to your department and team is by celebrating #ThankaCleaner week or International Cleaners Week. Held annually on the second full week of September, you can invite the entire business to participate by finding ways to thank and recognize cleaning personnel.

4. Develop a system for tracking complaints. Oftentimes, complaints are treated like fires. We receive a call, dispatch the team and put out the fire. In a lot of operations, we can spend most of our day extinguishing these proverbial fires, which comes at a great expense to the cleaning manager’s time—and sanity. Yet at the end of the day, if you look at who is doing the complaining, it’s often just a handful of people doing the complaining.

As we discussed in this article, we often call these people the “potato chip people.” Why? Because they are the type of people who drop something and call custodial to respond. Overtime, the chronic complainers can put a considerable drain on your time and resources.

To reduce complaints, you need to first find out the source. Is the problem truly reflective of a deficiency in your cleaning program? Or, are complaints due to the fact that a handful of people don’t have a clear understanding of your scope of services? Developing a form to help track complaints can help you pinpoint the issue, saving you and your team both time and energy.

5. Provide independent employee training — with a certificate! A large majority of the training that happens in our industry is provided by manufacturer or distributor sales representatives. There’s nothing wrong with this, but it is often focused on a particular products and doesn’t give frontline cleaning workers a broader perspective into the hows and whys of their jobs.

An example of training that will help them better understand the science behind what they do is an introduction to microbiology. While they may know that most disinfectants require five to 10 minutes of dwell time to work, do they understand what organisms they are trying to kill, or how those organisms colonize and spread? Educated workers are empowered workers; this improves safety and worker retention.

You might also want to consider training programs that offer a certificate upon completion. What might seem like just a piece of paper can instill an enormous amount of pride and confidence in a custodial worker. It’s something they can share with family or friends, or just be something they put in their locker to remind them of their achievement.

As you can see, just a few small tweaks in your existing processes can completely change the energy in your department. When employees are engaged and excited, everyone wins.

SaveSave

Four Things Every Custodial Job Description Should Include

Job descriptions. These generic and ambiguous paragraphs are often inherited from predecessors, borrowed from colleagues or downloaded from an industry website. Because it’s such a painstaking activity, we rarely tackle the daunting task of crafting a job description from scratch.

Over the years, we have found that job descriptions are one of the most overlooked and underutilized aspects of managing a custodial department; yet, they are are critical to reducing liability, arbitrating union grievances, hiring, bidding projects, training and managing custodial workers. They are a fundamental building block upon which you can build the rest of your cleaning operation, so they should be written in a way that is not only reflective of the job and work being performed, but in a way that provides the individual performing the task with a clear understanding of HOW to perform the work.

But sadly, that rarely happens. Assigned to workers throughout our custodial departments, the descriptions capture highlights of responsibilities associated with a certain position, but do not include specifics, like the nuances specific to a facility. For example, I once was at a school where the janitor was responsible for “vacuuming floors” even though there wasn’t any carpet or soft flooring in the building.

So what are a few essential components of a quality job description and how can you use job descriptions as a building block for training custodial workers?

  1. FUNCTIONS: The functions outline all of the essential responsibilities of the job. This includes specific cleaning assignments based on the function. For example, within the (OS1) System, functions of a Utility Specialist include responsibilities such as cleaning glass, hauling trash to the dumpster and cleaning first impression areas.
  2. SPECIFICS/ADDITIONAL INFORMATION: With the general functions covered, the additional information section provides supplementary information to the key functions. For example, this might include safety information (e.g. lift equipment and trash bags safely using legs) or general reminders (e.g. keep the necessary keys for your area on you at all times throughout your shift).
  3. NOTES: The notes section offers a place where either additional responsibilities that become part of the job can be captured. For example, if a new table is placed in a conference area, you should list this in the notes to be added to the functions at a later time.

While these are three key elements to a quality job description, what separates a good job description from a great one is a flow chart. The flow chart provides a visual representation of the steps the custodial worker should take to complete their responsibilities. Following a top to bottom approach, it also identifies each task that needs to be completed and the order in which it should be completed, reducing opportunities for redundancies or overlooked areas. A flow chart shows where you start, where you finish and every step in between.

A flow chart offers specific instructions on what to clean in what order and is included in a Scouting Report for each employee. This reduces confusion and inconsistencies in cleaning.

A modern version of the traditional job description should be a living, breathing part of your operation that is continually changing and evolving. It’s something that has taken us more than 20 years to develop with some of the most advanced facility management programs out there. We use Scouting Reports in the (OS1) System and these three to four page booklets are utilized by custodial workers in ISO-9000 organizations across the U.S.

A quality job description is something every custodial worker deserves. It’s the foundation of a quality cleaning operation.

Looking for comprehensive job descriptions for your custodial operation? Check our the ManageMen Store for a set of common custodial positions: https://managemenstore.com/trainers/scouting-reports.html.

How You Can Use Data to Reduce the Threat of Outsourcing

Like it or not, we live in an age where data rules. So much, in fact, that the term “big data” has become more than just a buzzword, it’s central to the way businesses operate. Each day, billions of data bytes are collected as businesses track what we’re buying, where we’re going, what we’re watching and how we’re using the internet. Businesses use this data to better target their advertising and products with the ultimate goal of growing sales.

On the operational side, organizations also amass vast data banks related to all aspects of their business. This includes information about their supply chain, logistics, inventory and labor. This data is regularly analyzed to increase efficiencies, identify opportunities and improve margins.

Organizations that fail to produce data related to their cleaning operation run the risk of being outsourced.

That’s why when cleaning professionals neglect to collect and track data related to their operations, they ultimately fail. This failure can result in significant downsizing—or outsourcing.

Here’s a scenario we see too often:

Jim has managed a cleaning department for more than 15 years. Over this period, much of the cleanable square footage has remained the same, so Jim has maintained the same number employees to clean that space. While he’s had a few cuts, his budget has also remained largely unchanged over the years. He makes purchases based on recommendations from his distributor sales rep and previous purchase histories.

Enter Robert. Robert is the new CEO of the business where Jim works. In his first two weeks on the job, Robert meets with all the department managers to get a better understanding of the business. He asks Jim questions like, “How much time and chemical does it take for your team to clean the cafeteria?” and, “How would changing cleaning frequencies impact cleanliness?”

Jim broadly answers the questions, providing estimations based on his experience. But Jim can’t tell Robert that it takes two people on his team 42 minutes to clean the cafeteria using .5 ounces of all purpose cleaner concentrate. Jim doesn’t have this data. 

We all know how the scenario plays out. Not long after the meeting ends, Jim’s department is outsourced to a contract cleaning company who promises more for less. While the quality of cleaning plummets, it takes Robert and his executive team to realize the impact cleanliness has on both their customers’ experience and the productivity of the workers in their headquarter offices.

Developing Data through Workloading

Workloading your operations can product significant data related to your cleaning program, and it doesn’t require assistance from a consultant or someone who claims to know a secret formula. You can do it yourself. In fact, we’ve just wrapped up a crowd-sourced workloading project that includes 99 common (and benchmarked!) workloading times along with formulas you can use to workload your operations. Feel free to check out the booklet here, which will soon be released in a comprehensive do-it-yourself kit. But more on that later.

Really, the key to workloading is just understanding and working through a few relatively simple steps:

  1. Complete a thorough inventory of the space to be cleaned. Rather than using the gross square footage of the building, it’s best to walkthrough the building and manually calculate the cleanable square footage. This will help ensure the accuracy of the data and avoid skewed figures.
  2. List the cleaning tasks to take place. You should break down tasks into three categories, including daily, detail and project. Sample tasks may include empty trash, dust all horizontal surfaces, vacuuming, spot clean glass, etc.
  3. Calculate the time necessary to perform the tasks. There are thousands of variables that can impact cleaning times, but unless plan on conducting your own time and motion study, you can start with the times provided in the 612 Cleaning Times Booklet.
  4. Begin workloading the data. Begin by developing a chart that identifies the frequencies, tasks and the time performed for each task. For example, a daily task, such as dusting, may be performed 260 times per year where scrubbing flowers may be done once a month, or 12 times a year.

Next, allocate the amount of time for each task to the appropriate square footage. Then, add non-surface items per unit to be cleaned. In your final step, you should calculate the time for each task and multiply multiply that by the frequency. This number should offer a clear picture of the amount of time and labor required to clean your facility.

Ultimately, the formula is to take the task and multiply it by the time (required to perform the task), then multiply that number by the frequency. The final calculated number is your basic workload.

TASK x TIME x FREQUENCY = WORKLOAD

This piece of data is just one of several you should have in your pocket should “Robert” show up at your business and schedule a meeting.

Click here to receive your copy of our DIY Workloading Guide and stay tuned for more information our complete DIY Workloading Kit, coming soon!

SaveSave

Improve Restroom Cleaning Productivity

Article written for Facility Cleaning Solutions by Ben Walker, ManageMen, Inc.

To improve productivity, set up pantries near or in the restroom, which can be used to safely store consumables. This greatly reduces the amount of paper that workers have to keep on their carts, and minimizes time spent traveling back and forth to restock….

CLICK HERE to read full article.