Executive Housekeeping Today - March 2009 - (Page 7)

umbrella in order to protect us from the storm. What can we, as facilities managers, do in such tight economic times to help us survive the storms of today so we can see the rainbow after the storms? A review of numerous publications that serve our industry and experiences shared by others through the years provides us with a series of ribs to guide our umbrella during the storms: • Enhanced communication: Greg Zimmerman, Executive Editor of Building Operating Management states that “ communication with staff is never more important than in times likes these ” (January 2009). When there are severe issues facing a company or organization, managers need to communicate accurate information to their staff. Many humans, by nature, have a fear of the unknown, and the effective manager will provide timely internal information to dispel myths and help us keep focused on the tasks at hand. Recently, I have read a few letters from company presidents to their employees, clearly indicating the state of the organization and seeking to allay fears of the unknown. The staff members of these organizations seem to appreciate the open communications from the top. However, don’t just enhance communication to your own department, time expended externally communicating with customers will have a significant impact. Now, more than ever before, be available and be seen by your customers so that you are attentive to their needs and telling your story, concentrating on “what we can do for you ” rather than “it is not our job” or “it isn’t in our contract.” • Train, train, and train again: When times get tight and there are freezes in staff hiring or reduction in force, that is the time to train, train, and train again. More is expected of employees, so providing additional training to hone skills is an effective way to positively impact productivity and morale. New methods of performing tasks or combining tasks will have a positive impact on the bottom line. During economic downturns, I have heard of organizations decreasing their training budget or cutting the staff of the training department, and from those who have done this, I have heard of little positive results. Crosstraining individuals so that skills are maximized is also an effective training strategy that may enable a workforce to concentrate on more than just one narrow group of tasks. • Focus on customer service: Much as we may communicate more with our employees and provide additional supportive training, it is imperative that we communicate with our customers, and concentrate on providing the best service that we can while resources are strained or curtailed. The customer might surprise you with their level of understanding, since they or someone they know may be going through similar trials. Spend time talking to customers, being attentive to their needs, and providing that personal touch of service. Concentrate on listening and follow up on issues with the customers on a regular basis. • Technology as a tool: In CM/Cleaning & Maintenance Management (January, 2009), there is a subtitle to the cover story labeled “Technology to the rescue.” Technology is an effective rib of the umbrella to apply during tight economic times. It may seem counter-intuitive to invest (i.e. spend) on equipment when resources are limited; however, the technology that you invest in, if chosen cor- rectly, will maximize your returns from the limited resources. Using auto-scrubbers in lieu of mops; using restroom cleaning machines instead of mops, brooms, and brushes; or using wide-area vacuums or backpack vacuums instead of small uprights are all pieces of technology that will maximize the productivity of your employees, minimize ergonomic injuries, and enhance workplace morale. • Aggressive purchasing strategies: When our supplies and equipment dollars are low (and really at any time), it is worthwhile to take multiple quotes on services and materials to increase our buying power. By utilizing this practice, one may realize a significant savings while purchasing the same or equivalent product or service (make sure you have good specifications). Another strategy is to join a purchasing group or cooperative so that you can enhance your buying power by purchasing through a group that has more buying power than your organization. Again, savings can be significant and membership costs or overheads usually are minimal. In addition, plan ahead. Watch the marketplace closely for trends. We watch the price of gasoline nearly every day and learn which locations or companies to buy our gasoline (continued on next page) March 2009/Executive Housekeeping Today 7

Table of Contents Feed for the Digital Edition of Executive Housekeeping Today - March 2009

Executive Housekeeping Today - March 2009 Contents Executive Corner Why Integrated Cleaning and Measurement is Good for the Cleaning Industry Hygienic Green Cleaning - The Next Wave Frugal Housekeeper Integrated Cleaning and Measurement: A New Approach to Housekeeping and Sanitation Feature Article What's in YOUR Janitor Closet? The Green Scene 2009 Convention Information Product Highlights New Members Joint IEHA/ISSA Members Advertisers' Index Calendar of Events Inside IEHA What IEHA Has Done For Me

Executive Housekeeping Today - March 2009

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