Hi Dave,
Congrats on the new contract!
Agree with most of the views expressed in the thread so far, if you know what you are doing, and take the proper advice there are indeed ways to achieve what both you and your client want.
Nicks first point about motivation, I do disagree with
Motivation has nothing to do with capability, which is a seperate issue, and Nicks advice on capability is quite correct, however, you do still need to carry out any assessment correctly and lawfully.
Lots of contracts are lost due to poor management, and poorly supervised staff, in this sort of environment, it is not surprising that staff become less motivated.
There are, of course, many ways that you can attempt to correct this situation, most of which you should be well aware of.
Again Nicks advice regarding breaks and TUPE needs clarification.
Disciplinary procedures should be well documented as the cleaners are employed direct by your new client, so all should be pretty straight forward. However, make sure you gain access to the employee files to check any any past actions etc, you do not need something to crawl out of the woodwork at a later date and bite your A***!
Raising standards, As Nick suggests, it is vital that you and your client agree the specifications in detail, and indeed the standards that are required, not forgetting the monitoring of those standards. Because this contract was carried out in-house, you need to ensure that you have asked all the right questions, regarding, tasks, frequencies, quality standards etc, hopefully, before you submitted your price!
If, by some chance, you have matched the current specification, are you sure that this specification actually meets the standard of cleaning that you client wants?
I am a little concerned that "
So we worked a way round it so we could work along side the cleaners and see how they work, what they get up to and what they dont do.... etc.
Yes a bit sneaky we know."I really cant think of a quicker way to alienate staff, here you are, won the contract, and even before you take over, you are going behind their backs, this is what they will think! How are you going to convince them, that you can be trusted or respected, or how can you respect them?
Change, frightens people within the workplace, they all know the state of the economy, they may already know exactly what is happening, most client's have very little respect for cleaning staff at the best of times, to your prospective employee's, you may have convinced them, that you feel exactly the same.
The present arrangements have not worked well, your client may lack the knowledge and management expertise to run the cleaning side of things, you, on the other hand are a professional, you had a golden opportunity to bring the existing staff with you on the new arrangements, I, believe, that there is a very real risk that you have now blown it.
Short answers to a couple of points that you raised:
Their standard of cleaning is not that desirable to say the least. - we need to raise the standards alot. - Have the cleaners had any documented training in Health and Safety or cleaning methods, do the cleaners have access to the correct chemicals and tools to do the job? If not, hope you budgeted for this within your quote. Also, if the staff have not had any training, your new client has broken the law, could speak volumes in its self.
They have a tea break after 30 minutes of chat.. and not actually working. So thats about an hour lost already for each cleaners. thats 6 hours a day lost. - Poor supervison and management culture methinks, you need to get them to work their contracted hours every day without fail, this may take some doing!
Then there are a few older cleaners there, not that I am age discriminating here. They say the bin bags are too heavy to lift.
The big biffa bin lid is too heavy to lift. - Capeability comes in here, as does changing work methods and procedures, not forgetting training in manual handling etc. There are ways around these problems.
I think Gordons point is a valid one, the present arrangements have failed, the client probably feels that by outscourcing the contract, that these problems will dissappear overnight, or if they dont, they can hold you responsible for the failings, maybe even leaving you in the lurch financially.
You need to ensure that your client uinderstands, that there are rules and regulations that have to be adhered too, and you have to follow correct procedures, this will take time and patience.
Follow your HR advisors advice to the letter!
You also need to ensure that you comply fully with all H & S legislation, including a written Health & Safety Policy as well as a H & S Policy document, again your HR advisors, would I feel, be best placed to advise you on this.
I am loathe, to offer specific advice/opinion on this one, as there are a number of concerns that have set off warning bells, however I hope that the above has given you some ideas on the questions that need answers from your advisors.
One, final point, because of the very real risk of you not recieving a warm welcome from your new staff members at this particular site, your most pressing problem will be the staff attitude to both your client and yourself, this needs addressing asap, and will, I feel, be an uphill struggle.
I would, after all the legalities have been sorted, meet with them all and explain the process of the transfer, assuming that they want to transfer. Tell them about yourself, your company, your present staff, your aims and ambitions etc.
Listen to their own concerns, try to re-assure them, that their fears are unfounded, suggest, that before the transfer takes place, that they put any questions or worries in writing and elect a single person to speak on thier behalf, dealing with one person is much easier than dealing with 5 or 6 people, and answer each question or point raised, again in writing, allow thier rep to go back to the group, and arrange a final pre takepover meeting to talk to them.
Use this final meeting, to find out what they like/dislike about the job, ask them for their ideas on making the job faster/easier/better etc, listen to them, make them feel part of YOUR team, make them feel good about themeselves and the vital work that they do. Build a relationship with them, based on mutual trust and respect.
Best of luck!
Regards,
Rob