Creating a successful workforce culture is key to doing good business in the 21st century. Developing a cultural direction for the workplace is one of the most important ongoing responsibilities for any CEO or decision-maker. The best such cultures are usually the result of long and careful thought, planning and analysis.

One of the most successful examples in the building services industry is MahlerClean. Founded in 1989, the firm currently services more than 11 million square feet of cleanable space per day, and leadership's commitment to customer service has enabled the company to grow by more than 55 percent over the last five years. 

MahlerClean President Patrick "Pat" Sullivan said companies should follow a four-pronged strategy for building a successful workforce culture from the ground up. The first is accountability. "If you fail to hold team members accountable," he stated, "it can have a negative impact on your top performers and quickly deteriorate culture."

The second key is integrity, or always striving to do the right thing. Three, take the time to celebrate a job well done. "Like many industries," Sullivan remarked, "much of the focus is on what isn't right. And while I do not advocate ignoring the things you want your organization to be better at, it is important to not lose sight of what your team does well."

Finally, don't underestimate the importance of hiring, training and subsequently promoting staff members, especially if you hope to retain them. In order to have upward mobility in any organization, team members must be given the ability to strive for the next level in the company. According to Sullivan, "this is accomplished by cultivating field staff talent and giving clear instructions on what is needed in order to get the next promotion."

When hiring, workplace "culture fit" is ultimately just as important as experience. This has certainly proven to be true for MahlerClean. Sullivan stated, "We spend just as much time in the recruitment/screening process evaluating someone’s experience as we do on trying to determine if there is a fit with our culture and the candidate. Candidates that will join our team in a management level position will often meet with at least three members of our team in order to help candidates understand our culture and see if there is a potential match."

There are pitfalls throughout the hiring process. A lack of thoroughness during the initial screening is one. Some firms either don't attract enough candidates or they rush through the due diligence process. Sullivan advised, "When building your team, I believe you need to explain why things are done a certain way. People often don’t understand that there is a reason why a company has a policy or process in place."

Of course, the challenge eventually becomes how to keep the top talent you have cultivated. "I have found that sharing information with the team and seeking their input is a good way to retain top talent," Sullivan said. "While they may not always be consulted on every decision that is made, they appreciate when they are asked for their ideas or are included in the decision making process." Compensation, perks and benefits are also important, too, of course.

Looking ahead, it will become increasingly important for the building services industry to appeal to Millennials as a viable career path. Young adults should know that the business is very sustainable in that there will always be a need for such services. As such, there are many opportunities for personal growth, and organizations would be wise to create career path development opportunities within the company.

Sullivan concluded, "I also think that embracing technology and using social media in your business is important to appeal to the next generations of employees. Professionalizing our industry and conveying a message that we do more than empty the trash [is key]. We service vital businesses and keep people healthy by providing a clean environment."