Transparency is more than a buzzword; it’s a business necessity. According to research from social media management platform Sprout Social, 86% of Americans said transparency from businesses is more important than ever. Across all industries, customers and partners are demanding greater insight into the products they use, and the processes and values that guide the companies they support. The commercial cleaning industry is no exception. Transparency plays a critical role in building trust, safety, and promoting sustainability throughout the cleaning industry supply chain. Why transparency matters At its core, transparency is about being open and honest. In the cleaning industry, this means being clear about the ingredients in products, the methods by which these products are made, where the products’ materials come from, and the impact of company operations on people and the planet. Whether you’re a facility manager selecting new cleaning tools or a distributor seeking reliable partners, understanding these details is essential to making informed decisions. Cleaning products and equipment have a direct impact on indoor environments and the health of occupants. Some cleaning products have high levels of volatile organic compounds (VOCs), which can cause respiratory problems and trigger allergies. Transparent labeling and material disclosure enable facility managers to avoid potentially harmful chemicals and ensure the correct tools are used in the appropriate settings. Meeting sustainability goals As more businesses set ambitious sustainability goals, transparency enables them to highlight their efforts to reduce waste, minimize energy consumption, and repurpose materials. Transparency also helps prevent greenwashing—the practice of making misleading claims about environmental practices—by providing clear, verifiable information. This openness enables customers to choose solutions that align with their own environmental commitments, creating a shared path toward a greener future. Customers expect companies to take responsibility for the conditions under which their products are sourced and manufactured. Transparency throughout the supply chain helps ensure fair labor practices, responsible sourcing, and regulatory compliance. Vertically integrated manufacturers, for example, have better control over tracing materials and upholding high ethical standards because they control the entire supply chain, from raw material sourcing to delivery to end-users. Building loyalty Whether it’s a facility service provider, distributor, or manufacturer, transparency is key to fostering long-term relationships. When customers perceive a company as transparent, 94% are more likely to remain loyal, according to a report by product data analytics company Label Insight. When customers have access to clear facts and reliable data, they can make informed decisions with confidence. In an industry where reliability and consistency matter, that trust is invaluable. Transparency starts with clear communication. Cleaning companies can take meaningful steps by choosing products and tools with clear, accurate labeling. Manufacturers can support this effort by openly sharing how their products are made, including details about the product’s life cycle. Incorporating third-party certified products adds credibility by validating environmental and safety claims. Ultimately, educating customers and partners through honest conversations and accessible resources fosters long-term trust and confidence. A transparent future Transparency is not just about marketing; it’s about accountability. It ensures products are safe, sustainable, and ethically made. More importantly, it builds and sustains the trust of those who rely on the cleaning industry every day. By embracing transparency, we can move the industry forward to a cleaner, greener, and more sustainable future.
For more than two decades, elementary school custodian Jimmy Cash kept classrooms, hallways, and restrooms running behind the scenes. But today, the “Janitor with Stamina” is also performing stand-up comedy on national stages, posting viral sketches, and reminding audiences that janitors have stories worth hearing. “We’re always a little bit of the underdogs, but we have a voice too,” he said. Cash’s path into custodial work wasn’t a calculated career move so much as a family tradition shaped by the community he grew up in, Worcester, Massachusetts. “I went to Worcester Public Schools, and my dad was a janitor,” he said. “I didn’t really know what to do, and someone said I should take the civil service exam.” After more than two decades inside school buildings, Cash has learned that the most essential parts of custodial work are often the least visible and that the profession is often misunderstood. “[People] misunderstand [the] time [it takes],” he explained. “They just want [cleaning] to happen by, you know, magic.” Finding humor in the work Cash found himself joking about his work—not to diminish it, but to honor it. He believes it is a job to be proud of, one that requires showing up every day and carrying real responsibility, yet one that always seemed to have its own unique humor. Those moments often come from what he calls “the absurdity of things that you’re asked to do.” Custodial work regularly involves situations “nothing could have prepared you for,” including what Cash describes simply as “sickness and bathroom issues.” Sweeping into social media On stage, Cash often draws from the day-to-day life of a custodian and might talk about familiar characters, such as teachers. But not all his observations make it into a stand-up set. Many reside online on YouTube, his social media accounts, and his website, jimmycashcomedy.com. “I feel like I’ve brought a lot of positive awareness to our job,” Cash said. That visibility has led to invitations for Cash to perform at facility management conferences and custodian union meetings. Cash was initially uncertain how the school district where he works would view his dual career. But the response surprised him. “They’ve been very supportive, the teachers, the principal, the superintendent, everybody,” Cash said. Giving custodians a voice At the core of Cash’s comedy is advocacy. Early in his career, he recalls feeling that custodians were expected to be “seen but not heard,” but now he believes comedy is helping change that attitude. Cash is spreading his message by branching out from local venues to headlining at larger venues. He has a podcast on his agenda next. But for all the growth in his platform, performing hasn’t pulled him away from his roots—it’s reinforced them. “It’s not like [my comedy act] is a character I made up,” Cash explained. “It’s who I am.”
A new ResumeBuilder.com survey showed a sharp increase in “job hugging,” a phenomenon in which employees stay in their current roles out of fear rather than loyalty. In February 2026, ResumeBuilder.com surveyed 2,188 U.S. workers and found that 57% now identify as job huggers, up from 45% in August 2025. The 12-point increase in just five months signals growing workforce anxiety. Among job huggers, 70% worry artificial intelligence will impact their job security in the next six months, and 63% are concerned about being laid off. More than seven in 10 said they expect to continue job hugging for at least another six months, with 44% believing it will take a year or more before they feel secure enough to make a move. Market volatility is also discouraging job changes. More than 80% said they would worry about being the first laid off under a “last in, first out” policy if they joined a new employer. As a result, most are not aggressively job searching. While 44% are passively browsing listings and 20% are sending a few applications, only 19% are actively applying or interviewing. Job hugging is coming with tradeoffs. More than half (52%) said they are working longer hours, 45% have taken on responsibilities outside their core roles, and 35% have taken less time off than usual. Some report missed raises (22%) and promotions (20%), while others said they are complying with return-to-office mandates they otherwise would not accept. “Employers must recognize that many workers are staying not out of loyalty, but out of necessity and fear,” said Stacie Haller, ResumeBuilder.com chief career advisor. “This environment can lead to stagnation, burnout, and disengagement if organizations fail to address the root causes. Companies that focus on trust, recognition, and meaningful career growth will be better positioned when confidence in the market returns.” Despite elevated stress levels, engagement remains relatively high. However, nearly three-quarters report moderate to high workplace stress, raising concerns about sustainability if current pressures persist.
Last week, Wisconsin Gov. Tony Evers, during his 2026 State of the State address, announced that in the coming weeks, he will sign an executive order affirming that his state will join the World Health Organization’s (WHO) Global Outbreak Alert and Response Network (GOARN). Joining state partners like Illinois, California, and New York along with New York City, Wisconsin will aid GOARN in its work to coordinate the dispersal of information and resources in response to global public health emergencies. This growing coalition comes amid recent news that, as of January, the U.S. had officially separated from WHO, following President Donald Trump’s decision to withdraw last year, undoing nearly a century of collaboration between the U.S. and world leaders on issues of global health and safety. In addition, to further strengthen Wisconsin’s ability to address public health needs, the state will also be joining a coalition of 15 governors in the Governor’s Public Health Alliance to bring Wisconsin into the fold of the alliance’s work to improve preparedness, coordination, and access to critical health resources nationwide. “Folks, public health isn’t a partisan issue, and it isn’t up for debate,” Evers said during his speech. “And real lives are at stake if we fail to listen. It’s why, in the coming weeks, I’ll sign an executive order to have Wisconsin join the World Health Organization’s Global Response Network. We must do what we can to keep our kids, our families, and our communities healthy and safe. …” By joining GOARN, Wisconsin is strengthening public health systems, enhancing local preparedness, and bolstering international partnerships by gaining access to: Timely and direct access to global early-warning alerts, outbreak intelligence, and data sharing. International trainings, including outbreak response scenario training. Opportunities for technical collaboration, operational research, and surge support during major public health events. Stronger coordination between state-level public health systems and global response efforts.
In recognition of Cleaning for a Reason’s 20th anniversary, the Cleaning for a Reason Debbie Sardone Scholarship was established to honor the visionary leadership, enduring influence, and profound impact of the organization’s founder, Debbie Sardone. The scholarship bears Debbie Sardone’s name to reflect the values she represents; resilience, integrity, service to others, and the belief that one person’s vision can create a lasting impact. It stands as a tribute to her commitment to lifting others up and investing in the next generation of leaders. As the organization marks two decades of compassion and service, this scholarship honors not only the legacy Sardone established, but the lasting influence she continues to have. Eligibility is limited to owners and employees of Cleaning for a Reason partner companies and their immediate family members. Applications are open until April 20. Today, Cleaning for a Reason continues to provide hope and tangible relief to families affected by cancer. Sardone remains deeply engaged in this work, serving on both the ISSA Charities Board and the ISSA Board, reflecting her continued leadership and commitment to advancing both the nonprofit and the cleaning industry. Earlier this month, ISSA Scholars, an ISSA Charities™ signature program, opened its scholarship application for the 2026-2027 academic year. Employees of all ISSA member companies and their families are encouraged to apply now through April 20.
Most (43%) of U.S. employees strongly agreed they feel great responsibility for the customer experience, according to a Gallup study from the third quarter of 2025. However, only about a quarter (23%) strongly agreed their organization always delivers on the promises it makes to customers. Gallup said this disparity has remained unchanged in recent years. When asked to identify the greatest barrier to delivering exceptional products and services, employees most often said staffing shortages. More than one-third (37%) named staffing as the top obstacle, far exceeding training (16%), tools or equipment (9%), and unclear standards (8%), Gallup found. This perception holds across all levels, with leaders most likely to identify staffing as the top barrier. Staffing concerns have intensified with continued workforce reductions. Nearly a quarter of U.S. employees (23%) reported that their organization is reducing its workforce, up 12 points since early 2023, Gallup reported. Among those reporting layoffs, 65% said individual contributors, who work directly with customers, were most affected. Additionally, nearly two-thirds of employees said they have been asked to take on more responsibilities in the past three months. More than half reported reorganizations or team restructurings, and a growing share, up 23 points from 2024, cited budget reductions. When Gallup asked employees, “In the past three months, has your organization done any of the following?”: 63% said employees have been asked to take on additional responsibilities. 58% reported a reorganization or team restructuring. 52% cited budget reductions. When Gallup asked executive and senior leaders, “Which of the following have you experienced at work in the past three months?”: 46% said they have observed stress and frustration among employees. 34% reported reduced budgets. 32% cited a lack of communication from leadership about new priorities. 29% said they have noticed difficulty in balancing people management and individual contributor responsibilities. 18% reported that the number of employees they manage has increased. These pressures have real implications for customer outcomes, Gallup said. Workers who frequently experience employee burnout are far less likely to believe their organization delivers on its customer promises, reinforcing the link between internal strain and external performance. Additionally, Gallup found that employees’ confidence in quality customer service closely aligns with employee engagement. Engaged employees are far more likely to feel responsible for customer quality and to believe their organization delivers its promises. For example, most engaged employees (69%) strongly agreed they feel responsible for product and service quality, compared with 31% of those who are not engaged or are actively disengaged, who said the same. Similarly, 45% of engaged employees strongly agreed that their organization delivers on customer promises, compared with 12% of those who are not engaged or actively disengaged, who said the same.