A cleaner arrives, receives a set of keys and is told to get on with the job.

There may be a task list, but little explanation of priorities. The supervisor rarely visits. When something goes wrong, the cleaner is expected to resolve it or take the blame.

This can happen when a cleaning company focuses on filling a shift without providing the management behind it.

For the employee, it can be isolating and stressful. For the client, it can mean inconsistent standards and problems that never seem to get resolved.

When you pay for a managed cleaning service, guidance, supervision and support should be part of what you receive.

ISO 45003 provides guidance on psychological health and safety at work. It supports ISO 45001 by helping organisations manage risks associated with how work is organised, workplace relationships and the working environment.

For cleaning teams, that means looking beyond equipment and physical safety to consider the pressure people work under.

Do employees understand what is expected? Can they reach a manager? Are workloads achievable? Do they feel able to report bullying or inappropriate behaviour?

ISO 45003 encourages organisations to address the causes of harmful working conditions through practical action, management involvement and an open, supportive culture.

Cleaning staff often work early mornings or late evenings, when few other people are around. Working independently can be perfectly manageable when the right support is in place.

The difficulty comes when independence turns into being left to cope alone.

A new starter may be shown the cupboard without being properly shown the building. A cover cleaner may receive no clear handover. An employee may repeatedly contact their supervisor and receive no response.

Without guidance, people are left guessing which tasks matter most and whether they are doing the job correctly.

If the only contact they receive is a complaint, it becomes harder to ask questions or admit they need help.

A provider should make sure every cleaner knows their duties, has suitable training and can contact someone who will take responsibility when support is needed.

Cleaning staff deserve respectful treatment from their managers, colleagues and the people using the buildings they clean.

Being shouted at, humiliated in front of others, subjected to offensive comments or repeatedly intimidated should never be accepted as part of the job.

The difficulty is that someone working alone on a client’s site may feel particularly uncomfortable speaking up. They may worry they will not be believed, lose their shifts or be labelled difficult for raising a concern.

A cleaning provider needs a clear way for staff to report problems, including an alternative contact if the concern involves their usual supervisor.

Concerns should be taken seriously, handled sensitively and followed through. Where an issue involves someone on the client’s site, the provider should work with the appropriate client contact to address it.

Moving a cleaner to another site without looking into the concern can leave the underlying problem unresolved.

A cleaner is allocated two hours to complete an agreed set of tasks. Over time, extra rooms are added, occupancy increases and individual building users make additional requests.

The hours stay the same.

The employee now faces a difficult choice: rush the work, leave tasks unfinished or feel pressure to work beyond their shift.

When several people give instructions, the situation becomes even harder. One person asks for the kitchen to take priority, another wants meeting rooms cleaned immediately, while the original task list still has to be completed.

That creates pressure which better management could help prevent.

The cleaning company should agree priorities with the client, explain how additional requests are handled and review whether the workload fits the available time. It should also make clear how any additional hours are authorised and recorded.

If the contract no longer matches the building’s needs, management needs to address that gap.

A client may see missed tasks without seeing the lack of guidance behind them. Repeatedly replacing the cleaner can leave the same management problems in place.

Before accepting another promise that standards will improve, ask your provider:

• How are new and cover staff inducted on our site?

• Who supports cleaners during their actual working hours?

• How do you check whether the workload is realistic?

• How can employees report bullying, harassment or concerns about their manager?

• Who agrees additional tasks and communicates priorities?

• What happens after a concern is raised?

Clear answers give you a better understanding of the service you are buying.

You should be able to expect a provider to manage its team, address concerns and keep you informed, without leaving you or the cleaner to fill the gaps.

At Merco, we believe looking after a building starts with looking after the people working in it.

Our commitment to ISO 45003 reflects the importance we place on psychological health and safety alongside physical safety. Our aim is for cleaning teams to understand their responsibilities, feel respected and have access to support when they need it.

For our clients, that means an approach built around clear expectations, communication and management responsibility.

If you are regularly dealing with missed tasks, changing cleaners or concerns that never seem to be resolved, it may be time to look at how the service is being managed.

Our free, no obligation cleaning review looks at your specification, allocated hours and supervision arrangements to identify where improvements could be made.

Reply with your site location and the main issue you would like resolved to arrange your review.