At the heart of the industry


Tomorrow’s Cleaning spoke with Lynn Webster, Director of LWC Ltd, who offers her predictions for the cleaning industry in 2012 and explains why training is the key to keep the industry’s heart beating.


The news stories and financial media paint a black picture of the economy for 2012; the future seems bleak as we peer


through the tunnel to see the flecks of light that may hopefully be appearing.


The cleaning industry, like many others, is fighting significant slowing and downturn in growth, and with it, intensifying competition. The impact is on everyone, from large-volume, hungry national conglomerates to smaller SMEs looking at survival, without having to face major recapitalisation.


Everyone is challenged with giving the same service but at a cheaper price. From the well publicised problems for local authorities, the retail sector, heath care market to whichever commercial property you are delivering to the expectation of the customer is not reduced. So how can you become “lean and mean” without compromising the all important quality of the end result? Cutting corners needs to be avoided or the quality will certainly suffer.


This means training becomes a key to unlock potential, further efficiencies and effective delivery. When the budget is tight there is a need to refocus on how to get the best performance for the team.


Consider using the supervisor or team leader. Charge them with looking at where the strengths and weaknesses lie in their teams. Often the site supervisor can see the opportunities for new routines and processes that will still achieve results but with significant labour savings.


Ask them to identify who does the tasks well, who is only performing an adequate role and who does not yet do their job effectively. Get cleaning operatives who are doing well to work with those who aren't doing well enough - observing the skilled and knowledgeable can help to build skill.


This does not condone the old adage of ‘sitting with Nellie’ routine but can support the delivery of best practice within the team. It is important that they all see training in a positive light and not as a big stick that is being imposed upon them.


Some key areas and needs will require external delivery. Look for quick results on your investment by effective preparation; identify the needs; identify the areas that need the most attention and focus on the people that need the training.


Talk to several training providers; appoint one who understands the immediate objectives and fully appreciates what should be done now, later and then further into the future. They need to identify with the expected outcomes and


TRAINING & EDUCATION 58 | TOMORROW’S CLEANING | The future of our cleaning industry


focus on how to provide their input to meet these needs and integrate with the operations of the business.


Areas to consider will include increasing immediate productivity where operatives are shown how to work SMARTer as well as the long term improvements and benefits that will give an effective evaluation of the training to improve the bottom line.


The use of qualifications is good practice for any business and will be a valuable part of the tendering process for retaining and gaining new work.


However, it may mean the training-but-not-yet- offering-a-qualification route if speed is of the essence. There are great opportunities with apprenticeships, but the results will take time to achieve and have impact. The BICSc CPSS provides more immediate results but does not attract funding so perhaps it is time to move beyond looking at just cost and focus on value.


Retaining the service, whether it is in house or an external contract, has, at its heart, a focus on quality, so let’s train our teams to keep that heart beating. www.lwc-ltd.co.uk


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