research-report-96-coming-clean-contractual-and-procurement-practices.doc

Night time cleaning may be organised differently in

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Night time cleaning may be organised differently. In HotelW they have recently directly employed a cleaner for evening and night cleaning in public areas. HQ also allows each hotel to decide how to clean the leisure facilities; currently it is externally sourced from a different cleaning firm at the case study hotel but it is now mainly done at night after the leisure facilities close and is not maintained during the day. Criteria for tender acceptance Three quality criteria are important to be in competition for the contract: namely evidence of cleaning to high standards, evidence of respecting employment law and standards: that’s something that we look at with the supplier because it’s very easy in this category to have companies who are cutting corners and not doing ... what they are supposed to be. (HQHotelW Procurement manager); and how staff are managed and trained. But beyond meeting these three requirements the deciding factor is price. Companies choosing to, for example, follow the living wage were said to be likely to price themselves out of the contract. Staffing levels are not directly specified. 53
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COMING CLEAN: CONTRACTUAL AND PROCUREMENT PRACTICES Fee basis Fees to the cleaning company are paid on a per room cleaned basis, that is the contract price reflects the actual occupancy rate of the hotel plus public areas cleaning hours and costs of linen change and transportation. The fees are agreed on the basis of the business model assuming 2.4 rooms cleaned per hour for changes to occupants and 4 rooms per hour for those staying more than one night. Monitoring of the contract by HQ The Procurement manager at HotelHQ claims they monitor the pay bill of CleanB to ensure that staff are paid an hourly rate based on their signing in and signing out (linked also to possession of master keys) to ensure that although the contract is based on a per room basis that the staff are paid an hourly wage which is not less than the national minimum wage. The CleanB contract managers corroborated the signing in/out basis for payment of wages but were unaware of monitoring of the pay bill by HotelHQ. The use of an hourly pay rather than a piecework payment system is a distinguishing feature of this contract given the evidence of piecework payments elsewhere in the sector (BIS, 2011; Dutton et al., 2008). This practice is used throughout CleanB’s contracts according to the CleanB procurement manager. Nevertheless there are strict piecework rates per hour of employment underpinning the business model and if staff take longer than the expected time they would still be paid but would have to provide a reason and would not be kept on after probation if fault lay with the member of staff (CleanB cleaner). HotelW managers do not directly monitor working hours, staffing levels and contracts of staff as these are seen as matters for the cleaning company. However, HotelHQ managers expect to see evidence of visa checks. CleanB would have to have permission from HotelHQ to subcontract and so far they have not requested to do that.
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