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Excessive workload of the cleaning team in the case of office building z

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business DO THI NGOC THUY EXCESSIVE WORKLOAD OF THE CLEANING TEAM IN THE CASE OF OFFICE BUILDING Z MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2021 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business DO THI NGOC THUY EXCESSIVE WORKLOAD OF THE CLEANING TEAM IN THE CASE OF OFFICE BUILDING Z MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAN THI MINH THU Ho Chi Minh City – Year 2021 Table of Contents Figures Tables EXECUTIVE SUMMARY CHAPTER 1: INTRODUCTION 1.1 PROBLEM CONTEXT 1.2 SYMPTOMS 12 CHAPTER 2: PROBLEM IDENTIFICATION 16 2.1 POSSIBLE PROBLEMS 16 2.1.1 Increasing and high frequency using cleaning spaces and areas 17 2.1.2 Over the workload of the cleaning team 18 2.1.3 Taking time for waiting service lift to move from floor to floor 20 2.1.4 Irregularly inspection and general assessment from property management team 20 2.1.5 Infrequency cleaning restroom and public areas 21 2.1.6 Unreasonable shift work arrangement 22 2.2 PROBLEM VALIDATION 24 2.2.1 Excessive workload of the cleaning team 24 2.2.2 Ineffective quality control 25 2.2.3 Inappropriate shift work schedule 26 2.3 PROBLEM DEFINITION 29 2.3.1 Problem Definition 29 2.3.2 Justify the importance of problem 30 CHAPTER 3: CAUSE VALIDATION 31 3.1 POTENTIAL CAUSES 31 3.1.1 Increase the scope of work 31 3.1.2 Different cleaning works in different type of properties 31 3.1.3 Reduction of cleaning staff 32 3.1.4 Poor quality of equipment and green cleaning concern 35 3.2 MAIN CAUSE VALIDATION 36 3.2.1 Final Cause – Effect Map 37 CHAPTER 4: ALTERNATIVE SOLUTIONS 38 4.1 Set solution 1: 38 4.1.1 Re-assessment the workload of the current cleaning team 38 4.1.2 Amend the work shift schedule corresponding to the operation hour of the building 41 4.2 Set Solution 42 4.2.1 Using overtime work schedule 42 4.2.2 Amend the work shift schedule corresponding to the operation hour of the building 43 4.3 SOLUTION VALIDATION 43 4.4 ACTION PLAN 45 4.4.1 Objective 45 4.4.2 Timelines and Estimated Cost 45 CONCLUSION 47 REFERENCES 48 CHAPTER 5: SUPPORTING INFORMATION 51 APPENDIX 1: DAILY REPORTS (MAY TO DECEMBER 2020) 51 APPENDIX 2: SUMMARY OF INTERVIEWS 56 Figures Figure 1: Organization chart of the office building Z 11 Figure 2: The responsibilities in managing outsourcing service of each team of property management group 12 Figure 3: The complaints to Property Management Group from May – Dec 2020 13 Figure 4: The number complaints to Operation Team & Technician Team from May to Dec 2020 14 Figure 5: The ratio of complaints to each outsourcing service 15 Figure 6: Number of main building users from May to Dec 2020 18 Figure 7: The initial cause and effect map 23 Figure 8: The updated cause and effect map 28 Figure 9: The final cause-effect map 37 Figure 10: Workload Conceptual Model 38 Figure 11: New Shift (06:30 – 15:30) 42 Figure 12: New Shift (10:30 – 19:30) 42 Figure 13: Five hours with full of cleaning staff working in peak time when combining new two shifts 42 Figure 14: Applying hours working overtime 43 Figure 15: Component of two set solutions 44 Figure 16: Timelines for action plan 46 Tables Table 1: The number of the complaints from May 2020 to December 2020 12 Table 2: The number of the complaints to the Technician and Operation team 13 Table 3: The number of the complaints to each outsourcing service 15 Table 4: The number of complaints from the Tenants and the Landlord 15 Table 5: The number of the cleaning staff in the period of May to Dec 2020 19 Table 6: Operation hour of the office building Z 22 Table 7: Work Shift Schedule of cleaning team 22 Table 8: The gap of number cleaning staff as per agreement and allocation 25 Table 9: The scope of work and staff allocation as per agreement 32 Table 10: Number of cleaning staff need as per agreement and number of cleaning staff allocation from May to Dec 2020 33 Table 11: The number of floors occupied by tenants from May to Dec 2020 33 Table 12: An illustration of cleaning staff as per agreement in August 2020 34 Table 13:An illustration of cleaning staff allocation in August 2020 34 Table 14: An illustration of cleaning staff as per agreement in December 2020 34 Table 15: An illustration of cleaning staff allocation in December 2020 35 Table 16: The result of survey verifies the main causes 37 Table 17: The number of floors occupied by tenants from Jan-May 2021 40 Table 18: The gap of number cleaning staff as per agreement and allocation in Jan-May 2021 40 Table 19: New work shift schedule solution 41 Table 20: Result of survey to identify the suitable solution 44 Table 21: The difference of current cost and new cost per month 47 ACKNOWLEDGMENT I would like to express my sincere gratitude and special thanks to my supervisor Dr Phan Thi Minh Thu for her dedicated support and guidance, encouragement and excellent advice during my thesis research Furthermore, I would like to extend my thanks to Dr Tran Phuong Thao and Dr Ly Thi Minh Chau for their valuable comments and constructive suggestions I also take this opportunity to express a deep sense of gratitude to Prof Dr Tran Ha Minh Quan and ISB’s Director Board give me an excellent opportunity to approach much valuable knowledge and work with many professors in the MBA program A special acknowledgment goes to the whole Cleaning team, Operation Manager, Building owner, and Tenant of office building Z who saves time to participate in the meetings with me My thesis report could not complete without their precious support Last but not least, I would like to thank all my classmates in the MBA program for all their support and sharing during my study in the International School of Business - University of Economics Ho Chi Minh City EXECUTIVE SUMMARY The Office Building Z is the new grade A office building in the center of Ho Chi Minh City which offers an ideal office business destination for western firms developing their activity in Vietnam and South East Asia region and at the same time for Vietnamese companies doing the international business operation From the grand opening phase, the property management of the office building Z received the same complaints and increased for months in the cleaning team from Tenants and Landlord This issue affects the quality of service in general, decreases customer satisfaction and loses the opportunity to extend the office lease agreement as well as new potential tenants Given the urgent situation of the office building, this thesis attempts to figure out the main problem and the root cause by using qualitative research This thesis research analyzes the potential problems, potential causes and recommends the solution with an action plan for the stakeholders of the office building Z This research includes four main parts The first part presented the background of the company and its building operation management practices The second part identified the potential problem by theories and intake meetings with stakeholders The analysis showed that the company is facing the excessive workload of the cleaning team, ineffective quality control and inappropriate shift work schedule However, the excessive workload of the cleaning team problem is significantly impacting the building performance The third part, the research also identifies the main cause of the problem which is the reduction of cleaning staff The last part is recommendation solutions and action plan which is the combination set solution of re-assessment workload of the current cleaning team and amend the work shift schedule corresponding to the operation hour of the building Although the cost of the new solution is higher than the current cost for the clean team, however, the benefit of the recommended solution is much higher This will enhance the quality of cleaning service and building performance as well as improve the current customer satisfaction and building reputation, especially cleaning is one of top concerns in the pandemic of Covid-19 circumstances CHAPTER 1: INTRODUCTION 1.1 PROBLEM CONTEXT With the negative effects of the Covid-19, 2020 is considered as a year of tough and challenges for many country economies in the world in general and Vietnam economy in particular The Vietnamese government has put great efforts to monitor the spread of the Covid19 pandemic rapidly Although the Covid-19 pandemic has strongly negatively affected Vietnam's economy in general, Vietnam is one of few countries whose GDP growth in 2020 by 2.91% (14) The improvement in infrastructure and administrative procedures of the Vietnamese government attract more foreign investors to Vietnam as well as the moving waves of manufactures of many big companies out of China has made Vietnam one of the prioritized investment areas for foreign investors (15) Therefore, the demand for office space has increased either in the central business district or downtown of the city According to a report of Nhip Cau Dau Tu, the office market in the two biggest economic cities Ho Chi Minh City and Hanoi City still grows despite the Covid-19 pandemic impacts which means the demand for office space has not cooled down (16) According to Real Estate Market Updates for the first quarter of 2021, the Ho Chi Minh office market has signs of recovery in the first quarter of 2021 after the pandemic (17) Source: CBRE Vietnam Research, Q1 2021 The company A Global established in 1993 in one of the member countries of the European Union is mainly engaged in real estate development in the countries of Central and Eastern Europe and Southeast Asia The portfolio of activities A Global includes the implementation of office buildings, residential complexes, shopping zones, as well as industrial complexes The company A Global established its affiliate in Vietnam named the company A Vietnam as well as the owner of the building located in Ho Chi Minh city in 2010 with the strategic vision to join in the real estate market in Asia In 2020, the first project of A Global in Vietnam which is the grade A office building located in the center of Ho Chi Minh City has completed and released to the market after 10 years with extreme efforts through all regulations and administrative procedures The focus customer segment of the office building Z aims to be the ideal placement for western business entrepreneurs developing their activity in Vietnam and South East Asia region as well as Vietnamese companies doing the international business operation This first office building project is also aiming at a foundation goal for the development of other office and commercial projects of the company in Vietnam Therefore, it is extremely important to improve the performance of the office building Z which not only builds the brand image reputation of the company but also improves the competence of the office building Z to others office building of competitors This office building offers 90% of the gross floor area for office function 10 % of the gross floor area for food and beverages shop and conference center The office building Z certified a green certification for property wards which emphasizes the energy-saving design The office building Z offers to its tenants high performance of air conditioning system, energy and waterefficient systems, fire and life safety, technology security system control as well as green landscape friendly to the environment The company B Global is one of the world’s leading property management companies all over the work with over 36,000 people working across the United States, Europe, Asia Pacific and Africa, including Vietnam as the company B Vietnam The relationship between A Vietnam and B Vietnam is a Principal-Agent Relationship is that signed a written contract by both parties According to Kyle at el, the principal is the one who hires and the Agent is the one who does the work (2) The company A Vietnam play a role as Landlord/Owner hires the company B Vietnam as a full-service partner as property management of the office building Z with maximizing the profit of the property and asset value in the long term which includes in managing and taking care of the building, control operation cost, income flows…etc as well as enhance the performance and reputation of the building The Company B Vietnam assigned a group with 16 employees to office building Z to work as the property management group to manage and operate this office building This property management group is not only managed by the company B Vietnam headquarters but also the company A Vietnam as the Landlord/Owner The number of property management group who are working in the office building Z is 16 members divide into main teams: Technician Team, Operation Team, and Accounting Team ▪ The whole team is led by the Property Manager who takes the important role of the property management team takes overall responsibilities for the daily operation of this office building in a professional manner which includes the supervision of the fit-out stage, pre-opening stage, and opening stage of the building The Property Manager report directly to Company A Vietnam and the headquarter the company B Vietnam ▪ The first team is the Technician team has 11 members, which is leading by Chief Engineer Technician team takes responsibility to manage all technical system of the office building Z such as carrying out the maintenance and operation plans which comply with the recommendations of the manufacturers and ensure that all the equipment of building is in good efficient and safe conditions manner ▪ The second team is Operation Team has members is leading by Operation Manager There are two parts of the duties of the operation team The first part is customer service which responses to all requirements, complaints, messages, requests, etc for tenants and visitors in a professional and timely manner in the building The remaining part of the operation team is managing the subcontractors or vendors who provide services to operate the office building Z which includes cleaning vendors, security vendors, pest control vendors, and landscape vendors…etc ▪ The last team of the property management group is the accounting team which is accountable for monitoring the payment process, operation expenses, payment collections, inventory, and billing invoices to all the tenants 10 statistics/2021/01/viet-nam-economy-in-2020-the-growth-of-a-year-with-full-ofbravery 15 Commercial Real Estate Market in Vietnam - growth, trends, COVID-19 impact, and forecasts (2021 - 2026) [Internet] Mordorintelligence.com [cited 2021 Jun 30] Available from: https://www.mordorintelligence.com/industry-reports/commercialreal-estate-market-in-vietnam 16 Office market in Ho Chi Minh City and Hanoi grows despite pandemic [Internet] Nhipcaudautu.vn 2020 [cited 2021 Jun 30] Available from: https://e.nhipcaudautu.vn/real-estate/office-market-in-ho-chi-minh-city-and-hanoigrows-despite-pandemic-3337450/ 17 CBRE releases real estate market update for Q1 2021 highlighting key trends in HCMC [Internet] Cbrevietnam.com [cited 2021 Jun 30] Available from: http://www.cbrevietnam.com/Vietnam-Property/pressrelease/cbre-releases-real-estatemarket-update-for-q1-2021-highlighting-key-trends-in-hcmc 18 Effects of organizational downsizing [Internet] Lumenlearning.com [cited 2021 May 2] Available from: https://courses.lumenlearning.com/wmopen- humanresourcesmgmt/chapter/effects-of-organizational-downsizing/ (1) 19 The Janitorial Store Quality assurance - create your system for ensuring cleaning quality [Internet] Thejanitorialstore.com The Janitorial Store; 2017 [cited 2021 May 2] Available from: https://www.thejanitorialstore.com/public/Ensuring-Quality- Assurance-2270.cfm 20 Forbes, Silke The effect of service quality and expectations on customer complaints Journal of Industrial Economics 2008;56:190-213 21 The Janitorial Store Top cleaning complaints and how to solve them [Internet] Thejanitorialstore.com The Janitorial Store; 2020 [cited 2021 Jun 30] Available from: https://www.thejanitorialstore.com/public/top-5-cleaning-complaints-93.cfm 22 Austin Cleaning Top janitorial complaints and how to eliminate them [Internet] Austincleaning.net 2015 [cited 2021 Jun 30] Available from: https://austincleaning.net/2015/02/top-5-janitorial-complaints-eliminate/ 23 Romanic I Commercial cleaning common complaints [Internet] Com.au 2014 [cited 2021 Jun 30] Available from: http://romaniccleaning.com.au/commercial-cleaningcommon-complaints/ 24 Rashwan, W An Integrated Framework for Staffing and Shift Scheduling in Hospitals Doctoral thesis, DIT, 2017 49 25 Dunham R B Shift Work: A Review and Theoretical Analysis Academy of Management Review, 1977; 2(4), 624–634 doi:10.5465/amr.1977.4406742 26 Kelly, E.; Kossek, E.; Hammer, L.; Durham, M.; Bray, J.; Chermack, K.; Murphy, L.; Kaskubar, D Getting There from Here: Research on the Effects of Work-Family Initiatives on Work-Family Conflict and Business Outcomes”, in The Academy of Management Annals, 2018;Vol 2, No 1, pp 305–349 27 Human factors/ergonomics - workload [Internet] Gov.uk [cited 2021 Jun 30] Available from: https://www.hse.gov.uk/humanfactors/topics/workload.htm 28 Careline S., Stephen B., Naomi A., Michael F., Nanette Y., Ninica H., Wonil L., JiaHua L., Deibi S., Patricia P., Erica S C., David B., Eva G., Ace G., Paul K., Elyette M., Christina R., Amanda R., Todd S Washington State Janitorial Workload Study Progress report to the Legislature [cited 2021 Jun 30] Available from: https://lni.wa.gov/safety-health/safety-research/files/2020/102_54_2020_Janitorial WorkloadStudyProgressReport.pdf 29 Jon M, Paul W, Shervin T, Akima H, Anne D, Philippe M International Labour Organization Guide to developing balanced working time arrangements 2019 30 Employee Shift Work Schedules: An introduction [Internet] Shift-work.com 2009 [cited 2021 Jun 30] Available from: https://shift-work.com/about/employee-shiftwork-schedules-an-introduction/ 31 Aken, van JE, Berends JJ, Bij, van der JD Problem-solving in Organizations: a methodological handbook for business students Cambridge: Cambridge University Press, 2018 273p https://doi.org/10.1017/9781108236164 32 Yang J, Edwards D Measuring the impact of daily workload upon plant operator production performance using Artificial Neural Networks Civil Engineering and Environmental Systems 2004;21:279-93 33 SHRM Managing employees in a downsized environment [Internet] SHRM 2019 [cited 2021 Jul 2] Available from: https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/managinginadownsizedenvironment.aspx 50 CHAPTER 5: SUPPORTING INFORMATION APPENDIX 1: DAILY REPORTS (MAY TO DECEMBER 2020) 51 52 53 54 55 APPENDIX 2: SUMMARY OF INTERVIEWS Name Ms N Mr D Ms T Ms P Ms A Ms D Position Representative of Landlord – Building Owner Operation Manager – Property Management Team Supervisor – Cleaning Team Team Leader – Cleaning Team Cleaner – Cleaning Team Tenant - Client Interview time 17 2021 19th Feb 2021 – 25th Feb 2021 17th Feb 2021 – 15th Mar 2021 17th Feb 2021 – 15th Mar 2021 23rd Feb 2021 27th Apr 2021 th Feb QUESTIONS FOR CLEANING TEAM AND BUILDING MANAGEMENT: The number of complaints regarding on the cleaning service quite high and same complaints for months during the period of May 2020 to December 2020 What you think about those complaints? What possible problems you think that cause increasing customer complaints regarding cleaning service? What are difficulties that you face with while working at the office building Z in term of cleaning service? What would you expect to have to over the next few months to maintain the service to your Tenant in term of cleaning? Is there same situation as other project in term of cleaning complaints? QUESTIONS FOR TENANT: What you think about the service of this building in general? As I know that you have some complaints about the dirty and smell restroom, are these situations happen regularly? Does the property management office take over and solve it? What problem you may think about? 56 Question 1: The number of complaints regarding on the cleaning service quite high and same complaints for months during the period of May 2020 to December 2020 What you think about those complaints? ₋ restroom and public area is the most visible and touchable area therefore; people easily see the dirty and Mr D – Operation Manager dust in that area Sometimes, tenant just called us to clean but we recorded as complaints to improve better service Moreover, there are more tenant move-in the building, as well as their staff to work at the building It makes more cleaning works for cleaning team Cleaning team have many works to to keep building clean all the time and sometimes there are some areas missing, therefore tenant complaints ₋ sign new office lease agreement with tenant, there are more people work & visit in the building This Ms N – Landlord building is the grade A office building; therefore, tenant expect higher service quality People go in and out the restroom more often, the cleaning team cannot clean in the timely manner to make restroom be ready for the next person ₋ we normally received the information of complaints from customer service and property management team such as dirty in the restroom especially in female restroom, or in elevators and public area Cleaning is the Ms T – Supervisor recuring work, therefore, we cannot clean all the dirty on every single restroom on every single floor of cleaning team whenever each person use the restroom Our team not have enough staff to get all the job done My staff are all woman with the range of age round 35 to 50 Some of them are tired due to keep walking for many hours Ms P – Team leader ₋ Every time we received complaints, we took over and solve them right away There are more and more people working in the office building Z and using the restroom more often than we need to frequently check up all the areas There are too many works for our team to work One person takes four typical floors 57 but we don’t have enough personnel to work However, the actual number of personnel is less than the number of personnel in the contract agreement Our member are stressed because of over workload, many of them already left the job here Question2: What possible problems you think that cause increasing customer complaints regarding cleaning service? ₋ as I mentioned above, the first problems is that there are more people come to the office building Z for working and visiting it leads to increase the workload for cleaning team The second problem is that lack of staff for cleaning team They don’t have enough people to work as per the agreement between their company and Landlord The third problem is that the method and the cleaning equipment or tools they use Mr D – Operation Manager unproperly The last one is about the checkup schedule They should come to check up more often ₋ Most of the complaints are about the cleaning service and facilities The number of tenants who are working in the building, as well as visitors, is extremely high And because of that, the number of people who are using the restroom quite high that the cleaning team cannot clean it in a timely manner For private concerns and building regulation, tenants and visitors will use the passenger elevators to go up and down, some of them bring dust from outside the office building Z and the material of elevators are glass, therefore, the passenger elevators are visible to see dirty ₋ I think cleaning team not clean the area more often and missing some areas that tenants can see Moreover, they not put their efforts to work, such as they need to clean the restroom deeply every time Ms N – Landlord and visit the cleaning area more often As I know, they only check the restroom for every hours Also, there are two restroom on each floor, one for female and another for male Cleaning team check up schedule for each floor is about hours/visit, therefore, they can not clean all dust and dirty in timely manner 58 ₋ the office building Z is getting more and more tenants which means there are more and more people go in and out the office building Z for working and visiting therefore, there are more works for cleaning team to Because people use the elevators to go up and down more often, and high frequently using restroom as well ₋ I think the property management team doesn’t check the cleaning areas regularly They not focus on eliminating problems before the problem has the chance to happens They often respond to the situation when it has happened already ₋ Beside that, people who are using the service of the office building Z are lack of common sense in preserving the general hygiene After cleaning their hands, they make water splashed on washbasin and on the floor Cleaning team are unable to clean it in timely manner ₋ Moreover, they access vendors at the end of every month therefore they are not often following up the performance of vendors within the month All property management assessment for vendors services is “good” in general in the meanwhile Tenants complaints about the services increasingly.” ₋ there are too much works for our team to work One cleaner takes typical floors but we don’t have enough person to work As per agreement, our team are supposed to have 14 person which people in the morning shift and people in the afternoon shift in case the office building Z is fulfilled all floors However, the Ms T – Supervisor actual number of cleaner are less than the number of staff in the contract agreement Since my company of cleaning team discussed and agreed with number of staff who shall work at the project, therefore, I could not anything more Our staff are stressful because of over workload, many of them already left the job here Moreover, because the increasing workload, our staff can not handle all the areas, hence, we received more complaints from tenants 59 ₋ There are more people working in the office building Z and using the restroom more often which means that workload of our team increases in the meantime that we don’t have enough cleaning staff to take over ₋ Sometimes, I need to request to my company to send staff to support staff at the office building Z but there is no support from the headquarter Moreover, this building is the grade A office building, Landlord and Property management team require very high-end professional service, so staff are always on the event of stressful And because of that reason, some of them shared with me that they are very tired and they have too much work to ₋ During raining season, the workload of our team increases in the meantime that we didn’t have enough cleaning staff to take over When it rained, the main entrance lobby often got dirty The cleaning staff who was mainly taking care of the main entrance and passenger lifts couldn’t clean dirty shoe imprints of people who go in and out of the office building Z in a timely manner I needed to arrange for some other staff who were working on other building areas to go down the lobby to support staff in the lobby to quickly dry the wet floor in order to avoid accidents for tenants and guests In the other hand, there were splashed water in the basements during the rain That such water was from the vehicles from outside which drove to the basement for parking Therefore, I also arranged some other staff to go to basements to clean water there timely.” ₋ Sometimes, our tenants ordered foods or coffee, milk teas outside, and carry them to their floor offices They drop water and foods on the floor in the public area and main entrance especially at lunchtime, or Ms A – Cleaner sometimes they drop their ice cream or coffee on the floor of passenger elevators ₋ Our cleaning team ages ranges are from 40 to 55 and we use a service lift which shared with other vendors and suppliers to go up and down each floor It takes much time for our team to wait the lift 60 ₋ Sometimes our team member has to wait for the service lift for more than 10 minutes to go up and down If there are some contractors delivered heavy large furniture and equipment that we need to wait longer We are not allowed to use the staircase to go up and down each floor, therefore, it takes time for us to finish our task Question 3: What are difficulties that you face with while working at the office building Z in term of cleaning service? ₋ as property management of this building, I understand how difficult cleaning service is We are also Mr D – Operation stressful pressure from Landlord who try to minimize the operation cost in the meanwhile we also received Manager: the comments and explanation from cleaning team in term of lacking manpower and over workload We try to balance both sides but we are not the decision maker Landlord is the one decides how many cleaning staff needed from time to time Ms P - Team Leader: ₋ we have many works to during our shift, we don’t have much time to rest We only have one hour to have lunch and rest at lunch time We normally keep walking and go up and down for each four hours ₋ My colleagues are all woman this kind of work scope is too much for them They are tired to keep their job done well ₋ We are managed by Property management team as well as Landlord We got pressure and requirements Ms T – Supervisor of cleaning team: from two directions We are stressful and it effect to our work performance ₋ The scope of works is too much for each staff My staff also complained about the workload that they are working on ₋ I can not request more people from headquarter due high workload at the building In other office building, each cleaning staff handle around two or three typical floor which include the rest room for and public area 61 in each floor But in this project, each cleaning staff handle four typical floors and five or six floors some times ₋ Because of stress and high workload, many staff resigned at that time Whenever staff resigned, my company will assign other staff to work at this building But, I need to train and guide them such as which areas they need to pay more attention to, or which kind of cleaning chemicals they need to use for some specific materials Because, the materials of the office building Z is the natural stone which is easily to damage by wrong chemicals Question 4: What would you expect to have to over the next few months to maintain the service to your Tenant in term of cleaning? ₋ I expect Landlord understand the effort and scope of work of cleaning team to ask more manpower at the Mr D – Operation building I understand that Landlord want to cut cost, but the number of complaints intend to increase, it Manager: impact to the customer satisfaction2 and its consequence losing lease agreement Ms N – Landlord: ₋ I expect property management team manage cleaning team effectively Check and assess their performance more often Ms T – Supervisor of cleaning team ₋ I expect my company will re-evaluate the scope of work for our cleaning team at this building We expect to have more staff assigned to work here Question 5: Is there same situation as other project in term of cleaning complaints? ₋ it depends on the building Some grade A office building, tenants care much about the cleanliness, hygiene Mr D – Operation and working environment Therefore, they sometimes compliant The other building, people just don’t Manager care, it’s not a big deal for them, or sometimes, they accepted the condition of building So they don’t complain 62 Ms T– Supervisor of cleaning team: ₋ yes But it depends on the condition of the building Each building has specific facilities and requirements Some complaints are about cleaning but the problems are the poor facilities Question 1: What you think about the service of this building in general? ₋ The service of the office building Z is quite good The property management office is always support us Ms D – Tenant: anytime and perform professionalism If we have any concern or support from them for our events, they often response right away Question 2: As I know that you have some complaints about the dirty and smell restroom, are these situations happen regularly? Does the property management office take over and solve it? What problem you may think about? ₋ Yes, Our office based on 4th floor and a part of 5th floor which shared floor spaces with other companies I and my colleagues often saw the dirty toilet, water on the floor and bad smell in the toilet Sometimes, I saw the trash bin full of trash I think the problem is that they (cleaning team) not clean the toilet more often to reduce the dirty and bad smell And because of Covid-19 at that time, we care more about the Ms D – Tenant: cleanliness and hygiene matter than ever ₋ Sometimes the restroom smell therefore we asked the property management office to check or there are dirty and wet floor that I called customer service to ask cleaner to clean The cleaner does not regularly clean the restroom is one of possible problem There are many people using the restroom on this floor and some of them are lack of common sense in preserving the general hygiene of people 63 ... affected the quality of the general cleaning service of the office building Z which causes the increasing of complaints of tenants, however, the increase of workload of the cleaning team is considered... during the shift In the Building, the cleaning team use a different type of chemical in different material of the office building Z in order to avoid damage the surface of the material of the building. .. complaints about the cleaning service of the building Z Ms T – Supervisor of the cleaning team also explained: The workload of our team increases in the meantime that we didn’t have enough cleaning
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