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

With council pre outsourcing and sustained it post

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with council pre-outsourcing and sustained it post- outsourcing) Yes – council paid inhouse staff living wage prior to 2012 outsourcing BankL All terms and conditions remain the same, including pay. If pay is lower, it is brought in line with the contract pay rates Formal diffusion via contractual agreement Only if a dispute about rates applies Yes – local contractual condition set by BankL; CleanE companywide commitment 88
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MAKING WORKING TIME AND SCHEDULES MORE SECURE 13. Making working time and schedules more secure Working time and scheduling issues are central to issues of job quality in cleaning. Cleaning is associated with working unsocial hours - early mornings, evenings, nights and sometimes weekends - and often with short or split shifts. It is also associated with problems of providing enough hours of paid work; cleaning is the occupation with the third highest share of people who feel they are underemployed at just over 30% (ONS, 2013). In part, this may arise from cleaning being confined to restricted hours, thereby limiting the scope to provide staff with extra hours. In this respect it is worth noting, as we discuss further below in relation to our cases, that the scheduling of cleaning is often a matter of strategic choice for the clients and, sometimes, the cleaning company. However, underemployment is also likely to derive from both the low pay in the occupation, such that some staff may constantly be in need of extra hours to get by, and the employment practice in some types of cleaning, such as hotels, where no or limited guaranteed hours of work are provided. The lack of guaranteed hours may be considered an outcome of competitive conditions in the sector and of fluctuating labour demand - as in room cleaning for hotels - but may also reflect the low bargaining power and/or status of the employees. To explore these issues in relation to the six cases we first identify the factors shaping the scheduling of cleaning work. Although the nature of the client business and the characteristics of the client’s premises constrain the organisation of cleaning work, the case studies reveal a fair degree of choice over the scheduling of cleaning. This is evident from the relatively major changes that have been introduced in the scheduling arrangements in a number of the case studies. Only two of the cases have operations that are open 24 hours a day, seven days a week: the airport and the hospital. The airport maintains full 24 hours cleaning coverage although the numbers on the afternoon and night shift are much more limited than on the main morning shift. In the hospital, all cleaning finishes by 9pm at the latest and on most wards by 7.30pm; these arrangements are determined by the contract with CleanC. Urgent cleaning outside these periods, to allow changes in bed occupancy for example, should in principle be done by nurses who are employed directly by the client. It is not clear, however, how far this happens or whether beds are restricted overnight as a consequence.
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