Contract cleaning professionals know how difficult it has become to find dependable people. We need team members who will show up, learn the work, and take pride in doing the job right. That sounds simple, but in today’s labor market, it is one of the biggest challenges facing our industry. This challenge requires a broader hiring strategy.
When staffing is unstable, the customer feels it. Supervisors spend too much time covering gaps, and service quality becomes harder to control. Over time, that affects customer retention and growth.
For many companies, recruiting has become a revolving door. We post jobs, interview candidates, train new hires, and then start the process all over again when people do not stay. That cycle costs money and drains leadership time.
That is why our industry has to look beyond the same traditional hiring sources. Re-entry partnerships are one workforce pipeline worth serious consideration.
The Power of Re-Entry Partnerships
Across the country, organizations are helping people return to work after incarceration. For many returning citizens, employment is not just about a paycheck. It’s a chance to rebuild stability and prove they can move forward.
At City Wide Jani, Inc., we have hired through re-entry programs, and we have seen the value when the right person is matched with the right opportunity. Second-chance candidates are often excited about working because they know another chance is not easy to come by. They understand what is at stake. When someone is serious about changing their life, that opportunity can show up in how they work and how much they value the job.
That does not mean every candidate will be the right fit. It means this is a workforce group employers should not ignore.
What Re-Entry Partners Bring to the Table
Re-entry programs help individuals move back into society and return to the workforce after incarceration. The strongest programs do more than send a candidate to an employer. They prepare people for workplace expectations and help them work through barriers that could affect long-term employment.
These organizations may be listed as workforce development programs, re-entry programs, second chance employment programs, or transitional employment programs. Any of those terms can be helpful when searching for partners in your area.
For employers, the value is in the structure. A good partner explains how candidates are prepared, how readiness is determined, and how they stay involved after placement. If a program cannot clearly explain that process, that is something to pay attention to.
Some programs may also provide wage support during the early onboarding period. In certain cases, the program may subsidize wages or pay the employee directly while the company determines whether the placement is working. That gives the employer time to observe whether the employee is showing up consistently and responding well to direction.
For companies new to this type of hiring, that support can make the first step more manageable. It also gives the employee time to settle into the expectations of the job.
What Has Worked in Our Experience
At City Wide Jani, Inc., we’ve learned that a successful placement starts before the employee reports to the worksite. You have to consider the person and the account. Some customer environments require more independence, while others require closer supervision.
Placement matters. Not every site is right for every employee, and that is true with any hire. The goal is to place people where they have a fair chance to meet the standard.
Training also has to be taken seriously. In janitorial and facility services, people need to understand what the customer expects and what quality looks like at that specific location. A quick first-day explanation is not enough.
Ongoing coaching has made a difference for us. It gives new team members a chance to correct small issues early. It also gives supervisors a chance to reinforce expectations before problems become bigger.
Mentorship has also been helpful. When a newer employee works with someone experienced, they learn more than the task. They learn how to move through the workday and how to carry themselves on the job.
The important thing is that second-chance hiring should not mean lowering standards. It means giving someone a fair opportunity to meet the standard. The company still has to protect the customer and make sound decisions.
Managing Risk Without Missing Good People
Some contractors may hesitate because of liability concerns and customer reactions. Others may question whether a second-chance candidate will be dependable or how much support the employee may need in the beginning.
Those concerns are valid, but they can be managed with the right process. Employers need to choose a responsible partner, make thoughtful placements, and communicate clearly when issues arise.
Customer perception is often one of the biggest concerns. In our experience, customers are focused on performance. They want a clean building and confidence that their service provider is managing the account. When the work is consistent, the employee’s background is usually not an issue.
In our experience, the red flags are usually tied to workplace readiness rather than the person’s past, including inconsistent attendance, poor communication, resistance to coaching, or a placement that does not match the employee’s current level of independence. Contractors can account for that by setting clear expectations from day one, matching employees to the right account, assigning strong supervision or mentorship, and addressing concerns early before they affect service quality.
This is not about taking unnecessary risks. It’s about being open to capable people who may not come through traditional hiring channels. Some are ready to work, thankful for the opportunity, and willing to prove themselves.
Incentives and Employer Support
There may be financial incentives available for employers who hire through re-entry or workforce development programs. Incentives should not be the only reason to build a partnership, but they can help reduce some of the cost involved in hiring and training.
The federal Work Opportunity Tax Credit (WOTC) is generally equal to 40% of up to $6,000 in first-year wages for a certified eligible employee who works at least 400 hours. The IRS states that WOTC is available for wages paid to certain individuals who begin work on or before December 31, 2025, so employers should check with the IRS or a qualified tax professional for the latest status before relying on it.
The Federal Bonding Program provides fidelity bonds for hard-to-place job seekers and covers the first six months of employment at no cost to the employer or job applicant. In Illinois, the Department of Employment Security describes its Fidelity Bonding Program as no-cost insurance coverage from $5,000 up to $25,000 for employers hiring applicants considered at risk because of past life experiences.
Other workforce programs may offer support through local workforce boards or partner organizations. Because programs vary by location, employers should verify what is available in their market before making decisions.
A Practical Next Step
For companies interested in this approach, start small. Meet with one reputable organization and ask how they prepare candidates for employment. Then ask how they support the employer after placement.
A strong partner should be able to explain its process clearly. If they cannot, that is important to know before moving forward.
One or two placements will give your company a chance to learn how the partnership works before building a larger pipeline. Like any hiring strategy, it works best when it is intentional.
The labor challenges in our industry are not going away on their own. Employers need dependable people, and some second-chance candidates are ready to become exactly that. Based on our experience, re-entry partnerships are worth serious consideration because they can support the business need while giving motivated people a real opportunity to succeed.