Topics in Human Resources: New Cleaning Company's Employees' Productivity

Although topics in human resources may range far and wide, giving attention to public administration governance, private industry, manufacturing or service enterprises – newly formed companies have the special management needs of stimulating greater employee productivity from the outset. The case study scenario of this topic involves Missouri Cleaning and Hazardous Materials, an LLC providing service cleaning to both commercial and residential clients. In serving a large Midwest metro area Missouri Cleaning's organization is divided into three primary employee groups, and the HR director has passed along the task for you to oversee a custodian orientation program. This largest employee group segment shall service the commercial clientele during graveyard hour shift, while the household clients shall be serviced during regular daytime business hours. Werner and DeSimone rightly caution that “supervisors play a critical role in implementing” programs involving employee training, motivation, orientation, and development (p. 16). The chief concern is to present a discussion which addresses what activities, conduct, or planning might engage employees towards achievement of greater productivity that fulfills work-related goals. 

The human resources professional must carry out a variety of functional tasks, and keep in mind that any newly formed company needs to start out on the right foot. Certain competencies must complement a manufacturing firm, but the special needs of Missouri Cleaning and Hazardous Materials, LLC entail competencies applicable to the service sector. More importantly is sticking to some of the basics as described by Werner and DeSimone in their pyramid model of a Competency Model which includes at the weighty and highly relevant middle of its core several elements that can aid in how to develop a custodian orientation program. These elements include delivering training, designing learning, and coaching (p. 18). You can clearly see how to lay the plans of initial janitor training. 

Since the goal is to not only adequate train the custodians, but to increase employees' productivity, each janitor must be aware of the overall company goals in the first place. In peer-reviewed journal article, “Organizational Flexibility and Its Implications on Employees Productivity,” authors advise that associated tools for increasing employees' productivity are concerns held worldwide in labor markets. This is understandable considering the fierce global competition in service delivery companies set in today's international economy. Ramendran, Raman, Moona, Beleya, and Nodeson state whereas there were “fixed conditions” of standardization back in the day, the modern era must incorporate flexibility into the work structure so companies may survive (p. 299). You can easily see how scheduling the new company's janitorial workforce training sessions should be given in two or three time slots. In this way those who work the overnight shift won't feel cheated, tired, or feel the need to be resentful if only one set of training meetings happens let's say – in the daytime shift. 

Planning for successful training does not only entail teaching and coaching the janitorial staff about techniques, solvents and whatnot in their daily jobs, but should integrate a comprehension of what Missouri Cleaning's primary mission, goals, and values are. In this way each employee can bring a sense of pride to the table and aspire to working as a team to accomplish goals while giving his or her best levels of exertion and efforts. As part of the initial janitorial orientation, schedules should be passed out with a rough outline of dates for ongoing training that discuss legal challenges, company compliance, and differences between solvents that apply to various physical surfaces. You don't want any janitors to ruin a commercial or residential customer's furniture or fixtures. Obviously, this would not only impede chances for word-of-mouth recommendations, but cost the new company in decreased revenues. Also, your job as supervisory head of the program is to stay abreast of management theory that speaks to employee productivity improvement and employee reward system design. You'll have to decide about monetary bonuses and/or non-financial rewards to give that inspire employees towards greater motivation.

Some rewards that are non-financial, for example might include a bi-monthly fund drive for needy families in the area and a giveaway of sample baskets for household cleaning and safety tips, which culminates in a community picnic and live demonstration on stage about Missouri Cleaning and Hazardous Materials, LLC services. This might be a humorous skit. Once again remember to be flexible and creative. As a new start-up, you'll want to make an impact that can grow in sound reputation in your metropolitan community-base of customers. Someone once said it is better to inspire employees to desire to be more productive than to bully them, or only give monetary rewards. The current literature reflects that a combination of monetary bonuses and salaries, along with other non-financial perks and a sense of teamwork help inspire employee loyalty and a willingness to learn. 

Oddly enough, the wise supervisor over the janitorial orientation program will want to include training that goes beyond the job and instilling a knowledge of company goals. Communication training is key. You need to include techniques and training on how to deal with irate customers, but more importantly how to avoid that in the first place. Employee engagement with administration in the company and contact with servicing clients are key components in the game of success. At some point when the janitorial workforce is out in the field, the night crew may not necessarily meet those clients that are commercial staff, but it is likely they will encounter residential customers. Either way, janitorial staffers should always wear neat and clean uniforms and carry a good attitude, wear their badges, and be able to politely answer any basic questions a client may ask. 

Finally, do not neglect the notion of employee engagement and employee focus as key elements to the janitorial orientation program and training. Endres and Mancheno-Smoak in their peer-reviewed journal article appearing in the Organizational Development Journal discuss that employee engagement can increase their productivity and see the value to “challenge, inspire, and appreciate” them (p. 75). True, this seems like common sense but as the supervisory taskmaster in charge no stone should be left unturned. Employee focus will complement this by directing activities for individuals and provision of a workspace where there is mutual respect because everyone will know what to do at any given time. 

References

Endres, G. M., & Mancheno-Smoak, L. (2008). The human resource craze: Human performance improvement and employee engagement. Organization Development Journal, 26(1), 69-78.

Ramedran, C., Raman, G., Moona Haji Mohamed, R., Beleya, P., & Nodeson, S. (2013). Organizational flexibility and its implications on employees’ productivity. Interdisciplinary Journal of Contemporary Research in Business, 4(10), 298-316.

Werner, J. M., & DeSimone, R. L. (2012). Human resource development (6th ed.). Mason, OH: South-Western, Cengage Learning.