5 Strategies Cleaning Leaders Use to Manage Absenteeism

One of the biggest challenges facing cleaning operations leaders is providing quality services when experiencing employee absenteeism. Unscheduled absences can create stress for staff reporting to work and the supervisors/managers who must decide how to cover any absent worker’s assignments.   

During my time at the University of Washington, Seattle, we referred to vacant or absent work assignments as “open runs.” These open runs were, by far, the biggest concern amongst the staff because it meant they had to spend time away from their own assignments to cover those of the absent workers. For these workers, it also felt like more work that was ultimately unsatisfying. Open runs are the result of unfilled positions, scheduled vacations, sick leave—including FMLA, scheduled personal holidays, bereavement leave, and jury duty—and leave without pay. 

Our highest monthly rate of absenteeism was around 22 percent, which meant people had to complete open runs two to three times a week. This resulted in a gradual deterioration in cleaning quality and morale. With great effort, we were successful in reversing the trend and reduced the absentee rate to 14 percent.  

Facility cleaning managers who are challenged with staff morale, cleaning quality, and customer service issues because of absenteeism, may want to consider the following: 

Provide customer clarity. Let the building occupants/customers know—in writing—what they can expect during periods of high absenteeism. They should have a clear understanding of their cleaning priorities. Advise them to consider which spaces will receive reduced coverage and cleaning tasks that may be skipped on a temporary basis. Be open to negotiations but have clear boundaries based on what the team can reasonably accomplish in open run assignments during each shift.  

For longer-term absences, managers may need to incorporate a variety of strategies. For example, sending in a team to thoroughly clean all spaces once a week and assigning someone to the work area permanently until the regularly assigned person returns from leave. Also, consider hiring temporary staff if it’s within the budget. 

Clearly outline roles. Create written job descriptions for open runs as guidance for the frontline teams so that they know what to clean and what can be skipped. This preventative measure limits pressure and supports staff to clean everything in a limited time. 

Provide visual cues. Utilize visual management by posting the names of those assigned to an open run on a daily calendar. The cleaning workers can see that the rotation of open runs is accomplished fairly, or they can ask questions if they think assignments are not distributed amongst the team equitably. 

Tracking the recruitment status of vacant positions can also be managed visually. Status could include the vacant position being advertised, interviews conducted, whether a background check is underway, and more. This information can be posted and discussed during regular team meetings. 

Communicate scheduling limits. Set a limit on the number of people who can be on approved vacation at any given time. The limit should be based on the number of cleaning workers needed to maintain satisfactory cleaning and customer service. Consider the average number of unscheduled daily absences. The number of people approved for vacation may vary from month to month, depending on the season. 

Provide performance feedback. Provide incentives and recognition to the frontline workers whose attendance is outstanding: gift cards, pizza parties, or certificates presented publicly. Give feedback during annual performance evaluations so cleaning workers know if they are meeting attendance standards. Consult with your HR advisors about what is doable. 

As we all know, cleaning operations are labor-intensive. It is important for leaders to provide their cleaning workers with an emotionally and physically safe work environment. Moreover, consistent leadership should be based on preserving healthy relationships with each worker. Respecting everyone in the department will encourage workers to take pride in maintaining good, or even outstanding, attendance. 

Gene Woodard, R.E.H., spent more than 45 years in the cleaning industry, retiring as the director of building services at the University of Washington, before which he spent almost a decade at Emanual Hospital in Portland, Oregon. Gene was also a founding member of the Healthy Green Schools & Colleges Steering Committee and served for many years as an advisory board member of Facility Cleaning Decisions magazine.