Honghao Deng

In most office buildings, restroom cleaning schedules are based on the traditional 9 to 5 workday. When the protocol first began decades ago, it reflected the comings and goings of the workforce. The shift to flexible work arrangements, however, means that fixed cleaning schedules no longer make sense. With employee flexibility comes staggered schedules and spikes in foot traffic and occupancy. It is not uncommon for more popular parts of the building to be busy while other wings remain unoccupied. This results in restrooms that are consistently underserviced or overcleaned. This insight isn’t just anecdotal. A recent Wakefield Research survey of more than 400 facility management professionals reported that 66% clean all areas of a building with the same frequency, regardless of actual use. Further, the survey found that 24% of unoccupied spaces are regularly heated and cooled. Higher maintenance costs are the result of the dated fixed-schedule approach to restroom cleaning. A schedule in which restrooms are cleaned based on time of day doesn’t account for the extra time required to address busier areas, eating into labor hours. For unoccupied or underoccupied restrooms, building management often does not see the lighter workload as an issue. However, the erratic workload burns out staff, impacts the purchase of cleaning supplies and paper products, and negatively reflects on the tenant. It can also lead to complaints from restroom users, which often results in building service providers losing their contracts. Finding alternatives to fixed schedules Facility maintenance staff would welcome a new restroom staffing strategy. The survey results show 60% believe better data could yield measurable savings. The challenge is in getting accurate usage data on restroom cleaning needs without compromising privacy. For example, examination of foot traffic and badge swipe data for occupancy information is becoming more common. While information pinpointing the number of people in the building and the floors they occupy is valuable, reliance on this type of data can create blind spots because it lacks micro data points such as bathroom door swings. In an ideal scenario, you could set up occupancy technology that alerts staff to clean at every 50th door swing. This level of efficiency would have the greatest impact on staff scheduling and supply ordering, creating maximum efficiency and cost savings. Opponents will argue that on-demand cleaning is not realistic. Don’t rule it out without using your company’s return on investment metrics to measure the results. Along with the potential cost savings, a smarter cleaning strategy supports sustainability by conserving resources and reducing waste. Introducing new ways of working The move away from fixed cleaning schedules is not just technology driven. The staff culture must also shift. When employees are paid by the hour, you must proactively address any change in their work schedules with the assurance that they will not be at a financial loss due to new corporate efficiencies. Once you have the employees onboard, you can roll out a new cleaning schedule. First, use occupancy data to create a baseline of restroom activity over a three- to six-month period. Ask your cleaning team to provide anecdotal insight to complement the data results. Next, introduce new cleaning schedules by prioritizing need, not urgency. Reassure your staff that these new approaches and assignments will make them more effective and will not undermine wages. Schedule multiple feedback sessions until the nuances of a new way of working become second nature. From there, check in monthly or quarterly with your staff to assess and readjust as necessary. Facilities managers that adopt a new method for setting restroom cleaning schedules often find that employees are more efficient. They have the time to do more high-value work without feeling rushed. This shift in scheduling priorities reflects a management style that understands everyone in the building has a role in making smarter decisions about staffing, supplies and maintenance.

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Honghao Deng

CEO and Co-Founder, Butlr

Articles by Honghao Deng

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