High employee turnover is a problem in many industries, but the cleaning industry is notorious for losing employees in record numbers.

It might feel like you’re doomed to a revolving door of cleaners coming in and out of your facility, with each visit bringing a new face, but if your cleaning company places an emphasis on strong management and leadership, high employee turnover becomes a thing of the past.

What Creates High Employee Turnover? 

Even if an employee says they are leaving because they found a higher paying job, it’s very likely that management played a big part in their decision to go. Competitive wages are a definite positive factor for keeping employee turnover to a minimum, but the feeling of appreciation and value the employee gets from the company is just as important.

These feelings of value and import come directly from the manager. If an employee believes they are an important part of the company’s overall success, they are much more likely to stay with that company. You won’t find them looking elsewhere for a higher paying job.

What Makes a Strong Manager?

A good manager understands the importance of prioritization. Primarily, the manager must prioritize the overall success of the company. All actions should lead to the betterment of the company’s reputation, finances, growth opportunities, etc.

The manager’s next priority should be their team. The cleaners, the supervisors who ensure the cleaners are on task, customer service pros, or administrators— all of these people comprise a cleaning company’s team. Finally, a manager can then consider his or her own needs and what is helpful to their career trajectory.

Why does a good manager place themselves at the bottom of the list?

If a manager does what is best for his or her career first, their team and even the company becomes a means to an end. They look at the employees not as people they are there to encourage and grow in their own careers, but as numbers to get the most out of so they make themselves look better. It’s self-centered and the employees can immediately feel it.

How Does Decreased Employee Turnover Help Your Bottom Line?

Low employee turnover is the goal for any business, but for small businesses, employee retention can significantly increase profitability. A small- to medium-sized cleaning business could be devastated by high turnover.

If one cleaner quits, there are most likely several others still on the staff, but these workers will have to pick up the slack until a new employee is hired. These dedicated, hardworking employees can get burnt out quickly if there is not a replacement hired.

When a new hire is brought in, there are all the costs that come along with new hires. The company will have to pay for recruiting, onboarding, training, and then getting the new employee up to speed with their clients. The process isn’t just time-consuming, but also expensive when you have to repeat it over and over again.

For small businesses, reducing turnover helps them to compete with big businesses. The savings they enjoy from avoiding all the new employee hiring costs can be passed along to their clients and customers.

CSG Has A Culture of Low Employee Turnover

At CSG, we know the average cleaning company sends different employees to your business month after month, year after year. It is an accepted part of the cleaning business for most companies.

But that’s not our way.

CSG has a patented CAP system, which enables us to promote a culture of accountability, resulting in a much lower turnover rate than the average cleaning company. CAP is a proprietary system that allows us to monitor the quality of service that every client receives. Our cleaners know that they are responsible for holding up the standard of service that’s expected from every member of the CSG team.

Our cleaners know they are an integral part of our success story. Our high retention rate allows us to pass those savings along to our clients. Call our customer service team today to talk to a commercial cleaning company that delivers exactly what we promise.


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