By Ron Segura 

“Whenever you are asked if you can do a job, tell ’em, ‘Certainly I can!’ Then get busy and find out how to do it.” Theodore Roosevelt’s words are true for most Facilities & Services teams, especially in cleaning. When our workload goes up and we don’t get extra help, we still manage to finish the job! 

Managing in-house staff often brings the challenge: How can we increase productivity and meet demands without additional help? In this piece, we'll explore this important concern and offer strategies to solve it together. 

It’s important for department heads to know how much work each staff member has. Some people are already at their limit, while others might say, “I need more time!” So, what can you do? 

When I worked at Disney, a janitor who cleaned 21 restrooms each night told me he was overloaded and couldn’t finish all his work during his shift. 

I had a choice. I could tell him we paid him to clean all the restrooms and, if he didn’t want the job, he could leave. Or I could send him back to his supervisor to handle it. 

First, I told the janitor that his supervisor and I would meet him 15 minutes before his shift. We would visit each restroom and ask how long it took him to clean it. After the walkthrough, we would add up the time to see if he really needed more time. Help would be needed.  

It’s important to remember that while our staff was paid for 8 hours, the average janitor worked about 6 hours and 45 minutes to 7 hours each night. 

After the survey, we found that the total time, including travel, was six hours and twenty minutes. I did not say, “I told you so!” I thanked him for his good work and for allocating time to walk with us. 

Lessons  

When staff say they don’t have enough time, listen to them. Go to their area and have them break down how long each task takes. Sometimes, they just need to vent and know that management is listening. In my example, I found out that other janitors told him he had too much work. 

This was also a learning moment for the supervisor, who didn’t know how to handle the janitor’s concern. He was actually the one who sent the janitor to me. Always include the direct supervisor in these situations to avoid taking away their authority. 

Once everyone saw how we handled this, there were fewer complaints about having too much work or not enough time. 

Managers need to know how much time each staff member actually works during their shift. I kept a simple yet effective tracking method through regular timesheets and periodic check-ins. These allowed us to gather data on each employee's active working hours and gave a clearer picture of where changes might be needed. I kept track of this for everyone, and I’ll share a more detailed approach in a future article. 

Another Situation 

Here’s another scenario. You need to clean more space each night, but you can’t add more staff. You could do your best, and if complaints come in, blame the extra work on not having more staff. You could force your staff to clean it anyway. Neither of these solutions are acceptable. 

Instead, invite your team to propose solutions for managing the extra workload. This way not only encourages active participation but also can yield innovative ideas that increase productivity without additional stress. Consider setting up regular meetings where staff can openly share their ideas or introduce anonymous suggestion boxes for those who may prefer a degree of privacy. By establishing consistent channels for feedback, management is able to empower the team and develop a collaborative, effective working environment. 

Management’s Role 

As managers, we need to understand how productive our staff is. When it’s time to make changes that affect labor, we should already have a plan in place. Being prepared helps us feel confident that changes will work. 

In facilities, we’re often the first to face cuts, but we’ve always managed to adjust and keep up quality. Use the latest technology and ask your staff for ideas to keep their areas in good shape. Consider adopting time-saving tools like robotic floor cleaners and smart scheduling software, which have proven to significantly reduce time spent on routine tasks. Which tool has saved your team the most time this year? By inviting your team to share their ideas, you develop a culture of sharing and collaborative troubleshooting that helps everyone thrive. 

I think Theodore Roosevelt’s words really capture the can-do spirit of facilities and services teams as they find solutions, even in tough situations. 

Ron Segura is the founder and president of Segura & Associates, a consulting firm for contract cleaning companies as well as building managers in North and South America. 


posted on 1/29/2026