Some would question the need or wisdom of providing training for cleaning workers. Turnover is high. Cleaning isn’t brain surgery, what we’re talking about is dumping trashcans and mopping floors. Anybody can do that.

From some people’s perspective that may be the case. But comments like that are a sure sign that whoever is speaking doesn’t know what they are talking about.

It’s true that anyone can do cleaning work. However, there is a big difference between just doing the work and cleaning a building in a professional, efficient and safe manner. And not everyone is capable of that.
The technical side of cleaning is one issue. Surfaces, equipment and chemicals have changed considerably over the last few years. Even cleaning isn’t what it used to be. We used to clean for appearance. Now we clean for health. We used to clean 2500 square feet per hour and claim to be overworked. Now if you’re not cleaning 5000 square feet per hour, you’re probably on the verge of being replaced or outsourced. Every indication is that with the advent of team cleaning, back pack vacuums and other production enhancement techniques we will soon find 7500 square feet per hour or more to be the industry norm.

Cleaning workers need and deserve ongoing training. It is equally important that steps be taken to help custodians improve their image, skill and level of self-confidence. Doing so will help them accomplish their work in a safe and efficient manner and provides a better work environment for everyone who enters the building.

Identifying Your Custodial Training Needs

The first place to start is to ask your workers if there are some subjects that they would like to know more about or that would be of help to them on the job.

Another approach is to survey building occupants and see how they view the level of service they receive. This idea always makes some managers nervous. They worry about getting complaints and gripes. But if you don’t encourage those you serve to give you feedback, how are you going to know where you can and need to improve? If there are gripes to be had, isn’t it best that you hear them instead of someone else?

Lastly, how do things look to you? Where do you think a better job could be done? When you tour the property, what do you see? What type of requests or complaints have you received over the last 30 to 60 days? Is there a pattern to the calls you get that would indicate some aspect of the work that could be improved if training were provided in that area?

Then there are the stand-by subjects that need repeating every six months or so, such as:

• Restroom cleaning
• Office cleaning
• Safety and health
• Care of equipment and supplies
• Company policy reviews

Add to this the new and often-required subjects, such as:

• Team cleaning
• Bloodborne pathogen precautions
• Indoor environmental quality
• Repetitive stress injury prevention

Some of the more enlightened companies are starting to offer what some would consider to be a number of non-work-related subjects, such as:

• Human relations and communications
• English as a second language
• Remedial reading, writing and arithmetic
• Personal growth and investment strategies

Other subjects and diversity can be added to the presentation by utilizing videotapes and different presenters. This can include individuals from other departments, outside consultants, and representatives from sanitary suppliers.

Training Methodology

When it comes to exactly how to present or conduct training of cleaning workers you have many options. These range from classroom presentations to guest speakers to the use of videotapes and written handouts or training manuals.

The latest innovation is interactive computer based training programs. Such programs operate on a computer, come on a CD, and incorporate video clips, audio, and allow the participant to interact in a variety of ways with the training program. At the same time the individual’s progress is tracked and can be monitored by management to evaluate progress after each training session.

For training to be effective it must be an ongoing process and not something that is only done when a worker is new on the job. For maximum impact all training programs should at a minimum include classroom presentations, on the job training and one to one discussions between each worker and his or her supervisor. Classrooms, videos and computers are great for presenting information, but if you want to change or improve performance nothing beats 10 or 15 minutes of show, tell and do, do, do.

The down side is that this type of training takes time, is uncomfortable for both parties and is not nearly as easy as talking about what needs to be done. However, there is no better or more effective method of training available. When it comes to solving and preventing problems, reducing complaints, improving performance and developing a better relationship with your workers, hands on training is always your best bet.
You can’t make a better investment of your time than when you spend 15 minutes with each worker, at least once per month in a hands-on learning experience. People learn by doing and from personal interaction, not by talking about what they should be doing.

Do not forget that you are dealing with a wide variety of individuals with different backgrounds, interests and abilities, all attempting to absorb and comprehend information. One size does not fit all. Don’t expect to get the same results with each worker. Realize that training is a process and getting the desired results take time.

Keeping It in Perspective

Don’t expect results overnight. Training is an investment that will pay dividends if you develop a structured plan that is based on the needs of your employees, customers and organization.
Start by using the information you gather to put together a one-year training outline. Next establish subject matters and dates for training and finally identify who will make the presentations. If you have several workers or supervisors who do a great job in a certain task or area, involve them in the process.
Keep accurate records of who completes each segment of the training program and don’t let the shy ones or those who need the training the most slip through the cracks. At the end of the year, have a pot luck lunch or a pizza party and present those who complete all aspects of the training program with a signed certificate of completion. It’s also a good idea to see that a copy of the certificate is placed in each worker’s personnel record.

Good help is hard to find today. Some of your best workers may already be on the payroll. Your job as a supervisor or manager is to provide a framework and an environment that encourages each worker to do his or her best on the job each day.

The Ten Best Training Tips

1. Develop training as a method of supervision.
2. Start training each new employee with the first contact and never stop the process.
3. Conduct regular training sessions, of not more than thirty minutes in length. Stress hands-on practice as opposed to talking or written materials. Observe the work being done to verify that actual learning has taken place.
4. Hold a training session at least once every 30 days, record attendance on a sign-in sheet and prepare a written agenda for each meeting.
5. Each meeting should deal with safety, cleaning procedures, health and employee topics.
6. Use visuals, such as handouts, equipment, supplies, slides, videos and guest speakers.
7. Encourage and allow for employee involvement and participation.
8. Develop and utilize written procedures in the training process.
9. Tests, evaluations, and reviews should be based on one’s ability to properly perform assigned tasks in a manner that obtains the desired results, not solely on one’s ability to remember and recite material on written exams.

Filed under: Training by William Griffin
Originally Published: CBM February 2000