Founder, GullyHR
96 articles on GullyHR.
A salesperson who funded three months of travel from his own pocket, a depot that reconciled headcount by phone, and a plant that ran its own rules. How FMCG businesses run HR across three operations that share a payroll deadline and little else.
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Forty-one reviews, in forty-one documents, in a folder nobody opens between March and March. What a performance system has to hold to be worth the licence, and the process decisions it will expose.
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Most frameworks are forty pages nobody opens. What a usable one contains, how to build it from the roles you already have, and how it connects to hiring, appraisal and progression.
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A survey sent to teaching staff during examinations, an appraisal cycle that ignored the term, and administrative staff who felt second-tier. How education institutions run HR on an academic year, and what parity between the three populations actually requires.
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A head-office HR policy written for the plant, applied to a showroom, resented in the workshop. How automotive groups run people processes across four workforces that share a brand and almost nothing else.
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Every team hit its numbers and the business missed its year. How KPI and KRA frameworks go wrong, and what a productivity system looks like when it measures outcomes people can actually move.
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Payroll says one joining date, the personal file says another and the manager remembers a third. How to establish a single trustworthy employee record and keep it that way.
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The values statement is on the wall and the shortlist has not changed in three years. Where hiring, development and complaint handling quietly narrow, and how to make those decisions consistent without a programme.
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An engineer resigned, served a notice period nobody used, and left with the only understanding of a system three clients depended on. How IT and software businesses run HR for knowledge work — where the cost is salaries, the risk is notice periods, and the manager is the retention lever.
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A creative director left with a client and two juniors within a month, and the agency discovered it had no idea what utilisation its remaining team was running at. How agencies run HR when capacity is billable hours and the people who make the work are the ones competitors call first.
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A fee earner resigned, told her two largest clients before the firm did, and one of them followed her. How professional services firms run HR when the product is the people and the clock is billable — and why who tells the client is the decision that matters most.
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Two processing units, the same wages, and one of them starts every season with strangers. What HR looks like when the workforce follows the season, and the four records that decide whether people return.
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A proposal, a confident voice, a nod around the table, and a wrong decision nobody examined. What critical thinking and problem-solving training gives a team that has no time, and the four questions that would have caught it.
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An outage at two in the morning, an escalation call to an engineer who had resigned three months earlier, and a network down for an hour longer than it needed to be. How telecom operators run HR for field engineers, NOC shifts and contractor teams across geographies — and why the escalation matrix is an HR record.
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A driver left, the vehicle came back, and the fuel card and toll tag were deactivated when somebody noticed the transactions. How logistics businesses run HR for drivers on the road, warehouse teams on shift and field staff across cities — none of whom can attend an office.
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A complaint was raised in March, handled by someone who left in May, and nobody could find what was decided in September. What engagement and employee relations software has to record, who may see it, and why the audit trail is the product.
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A branch lost three of its best producers in a quarter, all citing the incentive calculation. What HR in banking, financial services and insurance has to get right when trust, verification and incentive design decide everything.
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Three weeks after leaving, a former employee could still log in. Eight systems, eight owners, no list. What offboarding software has to orchestrate, why the last day is the wrong trigger, and what full-and-final needs from it.
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He had the facts, made his case, and the team stopped listening halfway through. What emotional intelligence training covers when it is stripped of jargon, why it is mostly noticing, and the three moments in a working week where it decides outcomes.
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Eight capable people, forty minutes, and the one problem everyone knew about left unsaid. What communication skills training covers for experienced staff, why it is rarely about speaking clearly, and the three habits that change what gets said in a room.
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A resignation, a line that stopped, and a skill matrix that would have shown the risk a year earlier if anyone had looked. How manufacturing businesses run HR around shifts, skills and the shop floor — not around an office that closes at six.
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Same-day hires, a health clearance filed in a drawer, and an outlet where the shift lead decided everything. How food and beverage businesses run HR for kitchens and outlets where the frontline changes constantly and the records cannot.
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A guard resigned, the exit was processed properly, and the client found the gate unmanned on Monday morning. How security services businesses run HR around deployment, verification and a post that cannot be left empty — and why the exit process starts with the replacement, not the leaver.
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An engineer rolled off a commissioned site and resigned a month later because nobody had told him there was a next project. How energy and utilities businesses run HR for two workforces — one that mobilises, one that cannot stop — and why authorisation is the record that matters.
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