The cleaning industry is at critical crossroads. A significant portion of its workforce is riding a retirement wave, expected to crest by 2030 when the largest and final cohort of the baby boomer generation turns 65. An aging workforce leaving in large numbers could ignite persistent labor shortages and high-turnover rates, resulting in significant operational challenges. On the other hand, this fundamental shift could catalyze major growth and innovation.
According to GP PRO’s Maintainer Survey, the opportunities of a workforce shift far outweigh the obstacles. Findings from the online survey of 200 maintainers working at U.S. facilities, released
earlier this year, dispel several misconceptions about maintainers and the work they perform.
One of the biggest takeaways from the survey is that maintainers/custodial workers are hardworking, loyal, and motivated professionals who enjoy what they do and take great pride in their work. Their optimistic point-of-view bodes well for up-and-comers in this field.
Revealing a positive career outlook
Among survey respondents, 41% had worked in the cleaning industry for more than a decade. Not only was job tenure high among those polled, but 82% expressed strong job satisfaction. They
reported the five most appealing aspects of the job as:
- Good pay (68%).
- Good training (60%).
- Good healthcare benefits (59%).
- Flexible schedules (55%).
- A comfortable/safe working environment (36%).
Interestingly, almost two-thirds (66%) of respondents perceive their current workload as somewhat or much easier to manage compared to pre-COVID-19 times. Likely, the dramatic emphasis during COVID-19 to streamline processes and leverage automation contributed to this favorable perspective.
We must not overlook the importance of integrating technology to improve efficiency and reduce manual labor. Not only can automation alleviate physical burdens on mature workers, but it can also help engage younger employees, who are often proficient with digital technologies. As a result, employees can decrease the amount of time spent on tedious tasks to focus on higher-value activities that boost operational efficiencies, job satisfaction, and the user experience.
Attracting the next generation
To determine what appeals most to the next generation of workers, employers first must understand the evolving wants and needs of modern cleaning professionals. Many applicants entering the market will fall into one of two major population groups: millennials (born between 1981 and 1996) or Generation Z (born between 1997 and 2012).
Millennials adapt easily to new technologies and tools, considering them an integral part of their lives. This group also is credited with popularizing the notion of a healthy work-life balance, so they prioritize flexibility and benefits that support their well-being.
Gen Z are true digital natives, as they have never known a world without smartphones and on-demand information. They often prefer quick, direct communication and real-time feedback
via instant messaging. They also are comfortable with self-guided learning and expect the latest digital technologies to be at their disposal. More than any other generation, Gen Z employees value
innovation and are not afraid to experiment.
Overall, younger employees prefer more variety in their everyday jobs, which can lead to greater levels of engagement and job satisfaction, along with increased opportunities for cross-training
and advancement.
Facility managers must address key factors that would appeal to any potential employee, including competitive pay and opportunities for advancement, along with a positive, supportive work culture. To attract and retain the next generation of cleaners, however, companies also need to create a workplace that values career growth and professional success.
Among GP PRO survey respondents between the ages of 25 and 64, nearly all (91%) expressed plans to stay in the industry long term. For those between 25 and 54, more than half (55%) saw opportunities to advance within the industry.
It’s worth noting that 18% of those polled between the ages of 45 and 54 plan to stay in the industry for more than 10 years. The ability to pair newcomers in the field with experienced employees offers ample mentoring and skills-sharing opportunities, especially as younger, digitally proficient employees can help older workers who might not be as comfortable using the latest digital tools. Likewise, long-time cleaners can offer valuable coaching and on-the-job training to those just entering the field.
Elevating the maintainer role
As the cleaning industry evolves into a more technology-driven, specialized field, facility managers can elevate the cleaning role to make it more appealing to a broader and younger
audience. Equally important is integrating technology to transform a cleaner’s daily tasks from manual labor to more specialized roles and functions, some of which might not even exist yet.
The 10 tips below can help managers find and keep the next generation of cleaners:
- Modernize job titles by moving away from janitor or custodian to more professional titles like maintainer.
- Showcase the career’s impact by emphasizing the role cleaners play in safeguarding public health and safety.
- Establish a clear path for professional growth and skills development.
- Create programs that recognize and reward excellence.
- Invest in training programs that lead to industry-wide certifications.
- Develop mentorship programs that advance employees from entry-level positions to more specialized and managerial roles.
- Adopt smart-restroom technologies and solutions to improve efficiency and empower employees.
- Broaden educational tools by combining hands-on training with videos and augmented reality.
- Build a positive work culture with a focus on employee well-being.
- Communicate purpose-driven goals and celebrate company successes.
By adopting these strategies, facility managers can transform their workforce from being behind-the-scenes laborers to front-line problem solvers dedicated to making the world a cleaner, safer,
and more hygienic place
