Hiring for Reliability: Supporting Franchisees in Building Cleaning Teams

By Dave Bonnemort, Anago Master Franchise, Anago of Utah 

Reliability remains one of the most valuable and elusive qualities in the facility services industry. Contracts are won on promises, but they’re kept through consistent execution. That execution depends on consistent performance at the unit and franchisee level. As a Master Franchise owner, I’m not hiring cleaning staff directly. My responsibility is to equip, guide, and support Unit franchise owners so they can build and retain reliable teams that deliver on those promises every day. 

That distinction matters. When reliability breaks down, it’s rarely a single employee issue; it’s usually a systems issue. I saw this clearly during a stretch when several of my franchisees began experiencing similar challenges at once: increased callouts, inconsistent quality, and rising frustration from both clients and operators. Each franchisee initially approached it as an isolated staffing problem. When we stepped back and looked at the bigger picture, a pattern emerged. Hiring practices were inconsistent, onboarding lacked structure, and expectations were not clearly defined across teams. 

That moment shifted my focus. My role was not to fix staffing gaps. My role was to build the framework that helps our Unit franchisees prevent them. 

Create Clarity That Franchisees Can Scale 

I start by helping franchisees define what reliability means in their business. Too often, hiring is based solely on availability. That creates short-term coverage but long-term instability. Reliability must be clearly defined and consistently reinforced. 

I work with them to align on key traits. Communication, accountability, attention to detail, and the ability to work independently within a structured system. Those standards are then built into job descriptions, interview processes, and onboarding programs. 

One of the most effective shifts is moving toward scenario-based hiring. Instead of asking if someone can work a schedule, franchisees are encouraged to ask how candidates would handle real situations – missed shifts, unexpected changes, or client concerns. That approach gives them a much clearer view of how someone will perform when it counts. 

When Unit franchisees hire against defined standards rather than based on urgency, reliability improves across the board. 

Build Systems That Support Consistency Across Locations 

Retention is where Master Franchise support becomes even more critical. Many Unit franchisees operate lean teams across multiple sites. Without strong systems, even good employees can become disengaged. 

I focus on guiding franchisees in implementing structured onboarding processes that go beyond basic training. Their new hires must understand not only how to clean, but also why their work matters. Connecting daily responsibilities to client satisfaction and contract retention creates a stronger sense of ownership. 

Consistency in communication is another major area of support. I recommend the framework for franchisees to establish clear reporting structures, regular check-ins, and accessible leadership touchpoints. When employees feel supported, even in decentralized environments, they’re more likely to stay engaged and accountable. 

Predictability is also a key driver of retention. I advise franchisees to create consistent schedules, transparent pay structures, and clear expectations. When team members can rely on their hours and income, retention improves naturally. 

Culture is often overlooked at the Unit level, but it’s one of the strongest retention tools available. I encourage franchisees to build culture through daily actions. Recognizing strong performance, addressing concerns quickly, and showing respect for their teams’ time and effort. Those small, consistent actions create an environment where employees feel valued. 

Technology Breeds Growth 

Technology plays an important role in scaling these efforts. Scheduling tools, communication platforms, and quality control systems help franchisees maintain visibility and accountability. My role is to ensure those tools are used consistently and effectively across the network. 

Growth opportunities are another area where I provide guidance. Not every employee will move into management, but every employee should have a path to grow. Cross-training, expanded responsibilities, and site-level leadership roles help franchisees retain strong team members and build depth within their operations. 

Reliable teams do not happen by accident. They’re the result of consistent systems, clear expectations, and intentional leadership. As a Master Franchise owner, my impact is measured by how well I support franchisees in building those systems. 

When franchisees succeed in hiring and retaining reliable teams, everything else follows. Service quality improves. Client relationships strengthen. Growth becomes sustainable. 

In this business, reliability is not just an operational goal. It’s the foundation of long-term success. 

Key Takeaways 

• Define reliability standards and help franchisees hire against them. 

• Encourage scenario-based interviews to evaluate real-world performance. 

• Implement structured onboarding that builds ownership and accountability. 

• Support predictable scheduling and transparent communication systems. 

• Reinforce culture through consistent, everyday leadership at the Unit level. 

• Use technology to create visibility while maintaining strong personal connections. 

• Create growth paths that help franchisees retain their best team members. 

In this business, true leadership isn't managing the day-to-day—it’s mastering the systems that make high performance and consistency the default for every franchisee. 

Dave Bonnemort is the Master Franchise Owner for Anago of Utah, part of the Anago Cleaning Systems brand, supporting over 1,800 franchises across the U.S. and Canada. For more information about Anago of Utah, visit www.AnagoCleaning.com/Utah.