Cleaning staff are generally not used to being treated with respect and kindness by their employers.
So when they do received annual cards of thanks and recognition, and newsletter mentions, and a token of thanks at Christmas, and awards for outstanding service, well, it means a lot to them, and they pay it back with loyalty.
We believe that if we genuinely look after our staff, they will look after our clients.
They stay longer with Spotless, which is great for us, and especially great for the client.
We enjoy TUPE situations where we take over disaffected staff from other employees. With a warm and friendly approach, and re-training where necessary, we gradually see under-performing, unmotivated staff turn into valuable, high performing and engaged staff.
We don’t seek to pay especially high wages, unless the customer drives it. We just try to provide a friendly, supportive environment where employees feel trust, fairness and security.
Our level of service depends largely on the level of dedication of our Managers.
We select our Managers carefully – in fact half of them come through the ranks as outstanding cleaning staff seeking new challenges.
It is a hard but rewarding job. Good work is always recognised and appreciated. And when things go wrong, we talk it through and work out how it could have been better.
But we like to make it a little more fun with an element of financial incentivisation.
We work on tight margins, but if any of our 7 offices over achieves on their annual margin target, half the additional margin is split between the management team. Typically this is approx. £1,000 each but it can be much more.
It’s not life changing, but it is always appreciated.
On top of this there is a scheme to allow Managers to own shares at local level, and to receive dividends.
Our Helpdesk operates a 30 minute response time within office hours and a 4 hour resolution time, unless mutually extended. But we try to smash these targets. Your problem is our problem, and we want to help you solve it as soon as possible.
Outside office hours we operate duty manager numbers.
We provide regular Quality Audits (QA’s) – generally monthly for each site unless agreed otherwise.
Often the customer likes to do the Audits with us, sometimes they leave it to us. But all QA’s are visible on the back end portal, or can be emailed on request.
Generally our scores are 95%+. Occasionally we do see a poor QA (under 85%) and we create an action plan and time frames to resolve it. At this point a Senior Manager would be alerted to it, and would ensure the actions are seen through appropriately.
Our intention is always that we the run the business and the business doesn’t run us!
This means we must have repeatable, predictable processes. Not just in operations, but in finance, marketing and HR.
So we have the Spotless Operations Guide. This is our bible on how we run the business. It is a living, breathing document that charts our processes. It allows us to examine and improve our processes, so therefore gives rise to innovative and creative thought.
This way we know that our 7 offices all run in the same way, delivering consistent output results to our customers.