Most employees want to improve their job functions, whether they are in environmental services or any other department. Without objective measurement, employees are handicapped by not knowing how to improve on specific items. The inspection system involves the supervisor and the employee jointly performing an inspection. Together they must develop a consensus regarding scoring each cleaning step for each room on the inspection sheet.
This may also require some adjustment in attitude on the part of the employee as well. Many employees will look upon the inspections as an occasion to criticize. No matter how much the manager endeavors to convince them otherwise, they will look at the instrument as a source of negative comment rather than positive reinforcement. Because of this, the manager needs to be a good salesman, not necessarily of selling the idea of improving employee skills, but rather of selling the idea of using the inspection as a tool for improvement. There are a couple of different ways that this can be done, but the most important way is in the manager's approach to the entire process.
The manager will have to remain positive in the face of negative comments, especially in the early stages, and be persistent in reassuring employees that the inspection system is the proper way to help ensure quality and to improve skills. In addition to the manager's one-on-one interaction with the employee, the manager can give feedback to the department showing its level of improvement.
To provide additional incentive, the manager can spotlight the most improved employee for each month of the year. The most improved employees are those who have raised their inspection score the most in any given month. This recognition will be a source of pride for each individual. These types of positive reinforcement and feedback go a long way in improving the entire operation of the environmental services department.