Ensuring you receive the service you’re paying for
Posted by Glenn Cleaning, February 03, 2017
At Glenn Cleaning & Support Services we go to great lengths to ensure that our clients receive the service they pay for and rightly expect, while also safeguarding the interests of our hard-working team members.
Among the historical problems of the cleaning industry is the management of a remote and fragmented workforce. This is a critical issue that must be resolved to the satisfaction of clients and operatives alike.
Our clients pay for a specific number of hours per night and unless we provide this we cannot deliver a service to the required standard or offer value for money. If just one cleaner were absent each night on a 10 cleaner contract, it would represent a 10% reduction in the workforce. This situation would be further exaccerbated should any of the team arrive late.
On the other hand, most of our hard-working cleaning staff regularly ‘go the extra mile’, working more hours than required. They take pride in their work and their efforts should not go unrecognised and unrewarded.
This is why, for over 15 years we have employed a Time & Attendance system to manage the staff on our sites.
It allows us to be proactive in managing our workforce, making sure that our customers receive the service they pay for while allowing us to recognise and reward hard-working cleaners.
We were one of the first cleaning contractors in the UK to implement this system. It has been continually upgraded over the years and now incorporates biometrics and facial recognition to eliminate the possibility of ‘buddy punching’ (whereby individuals ask their colleagues to clock them in for shifts in their absence). The system also makes sure that only authorised personnel are able to deliver our services – a considerable benefit in our commitment to Health & Safety.
Our Time & Attendance system ensures that our employees receive the correct pay for their time and overtime, while providing our clients with transparency in our service delivery.
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