How do you tell employees to keep office clean?

 Some people leave dishes in the sink like they’re waiting for a fairy godmother with a mop. But in an office, it’s not just annoying—it’s contagious. Mess breeds mess. And soon, that coffee mug isn’t the only thing growing a life of its own. So, how do you get employees to actually care about keeping the workplace clean?

Let’s break it down into what works, what backfires, and how behavioural science can help nudge people into doing their bit—without turning into the Office Nag.

Why does a clean office matter more than you think?

Here’s the short version: clean offices aren’t just about hygiene—they’re about psychology, productivity, and perception.

  • Cleaner spaces = clearer minds. Clutter can cause cognitive overload. Research from Princeton University shows that physical clutter competes for your attention, reducing performance and focus.

  • Mess is contagious. Known as the Broken Windows Theory, this behavioural principle suggests that signs of disorder (like overflowing bins) encourage more disorder.

  • Cleanliness = perceived professionalism. Clients and visitors make fast judgements. A tidy space signals that you’re on top of things—even if the Wi-Fi’s patchy.

So yes, a clean office boosts health, morale and even brand reputation.

How do you tell employees to keep the office clean—without sounding bossy?

1. Frame it as shared identity, not a chore list

People are more likely to act if they feel part of a group with shared standards. Instead of saying, “Everyone must clean up after themselves,” say:

“Around here, we leave spaces better than we found them.”

That’s Unity in Cialdini’s persuasion model—fostering an “us” culture instead of top-down orders.

You could even give the kitchen area a casual name like “The Commons” to reinforce collective ownership. (Because who wants to be the one ruining The Commons?)

2. Use micro-commitments to build consistency

Put up a simple, positive sign above the sink:
🧼 “Washing your cup? Thank you—it keeps the vibe clean for everyone.”

That tiny nod of appreciation triggers Consistency—once people start doing a behaviour, they’re more likely to keep doing it to stay consistent with their self-image.

Bonus: public praise (“shoutout to Anna for wiping down the lunch table!”) is social proof and reinforcement.

3. Make it ridiculously easy

The principle of friction from behavioural science tells us: the harder something is, the less likely it gets done.

Here’s how to remove friction:

  • Keep antibacterial wipes in every zone.

  • Use pedal bins that don’t need touching.

  • Colour-code bins so recycling is obvious.

  • Post visual guides, not just text (e.g. “what goes in this bin” images).

Even better? Create a default setting: “We leave desks clear at day’s end.”
Defaults subtly guide behaviour because people follow the path of least resistance.

4. Call out the invisible workload (without guilt-tripping)

Often it’s the same people doing the cleaning—usually women, junior staff, or both. That’s not just unfair—it breeds resentment.

Instead, raise awareness gently:

“Let’s be mindful that cleaning up isn’t in anyone’s job description. If we each take 30 seconds after lunch, nobody has to do 30 minutes alone later.”

That reframes the issue with Reciprocity: “I’ll do my part, knowing others will too.”

5. Create rituals, not rules

People follow rituals more than rules. Why? Rituals have meaning, while rules feel like obligations.

Try:

  • “Fridge Fridays” – clear out old food every Friday arvo.

  • “Tidy Ten” – the first 10 minutes on Monday are for desk resets.

  • End-of-day “Reset Routines” – where teams check shared spaces before leaving.

Make it fun. Add music. Add a leaderboard. Just don’t make it a lecture.

How do you deal with repeat offenders?

Every office has a few people who leave dishes near the sink, not in the dishwasher. Here’s the behavioural approach:

  • Avoid shaming. Public callouts usually backfire and create resistance.

  • Use specific, timely nudges. A Slack message like, “Hey team, dishes are building up again—quick check if any are yours?” works better than blanket blame.

  • Model the behaviour. Leadership should quietly lead by example. If managers rinse their mugs, others follow suit.

If all else fails, a team-wide “reset chat” works wonders. Keep it respectful and use social proof:

“Most of us are keeping things clean—let’s help each other stay on track.”

How do you make cleaning part of the culture?

It’s not just about cleaner desks. It’s about what those desks represent.

A clean, respected space tells people:

  • You care about your environment

  • You’re part of a team with standards

  • You’re trusted to do the right thing

It also nudges behaviour long after signs are taken down or emails are forgotten.

Take it from companies who’ve embedded these ideas well. According to Safe Work Australia, workplaces that treat cleanliness seriously often have lower absenteeism and higher engagement.

And let’s face it—nobody wants to work where the microwave looks like a crime scene.

FAQ

What if people ignore cleaning reminders?

Try changing the medium and tone. If email reminders are being skipped, try funny posters, peer shoutouts, or subtle Slack nudges. People tune out repetition but respond to novelty.

Should we hire a cleaner or make staff clean?

It’s not either-or. Routine office cleaning should be handled by professionals, but daily upkeep (like wiping lunch crumbs) should be everyone’s job.

What if someone refuses to participate?

Start with a chat. Avoid confrontation—frame it as a shared standard, not personal failure. If issues persist, tie it into performance reviews under “team contribution”.

Cleanliness isn’t just about wiping surfaces—it’s about creating a space that respects people’s time, energy, and health. And when employees see that reflected in their environment, they tend to pay it forward.

For businesses looking to maintain a consistent standard of hygiene beyond internal habits, the benefits of Office Cleaning Melbourne services show that structured routines can support what good intentions sometimes can’t.

Because the choice is simple: build a culture where everyone contributes—or keep hoping someone else will do it.



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