An MEP design consultancy designs the mechanical, electrical and plumbing services that run through a building. Separate discipline teams must produce coordinated drawings on a shared timetable, and one late team holds up the whole issue.
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Share your requirementsAn MEP consultancy designs air conditioning and ventilation, electrical supply and lighting, plumbing, drainage and fire services for architects, developers and owners. Each discipline has its own engineers and drafters, yet their drawings must fit in the same ceiling, shaft and plant room. Work flows from load calculations and equipment selection to layouts, coordination with the architect and structural team, tender drawings and later site queries. Deadlines come from the building programme, and the architect's changes cascade through all three disciplines. Some firms carry a mix of permanent staff, drafters on short projects and visiting specialists. The wider professional services hub covers what firms of this kind share.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in MEP design consultants. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Each team has its own workload, yet the drawing issue waits for the slowest, and the discipline that finishes early is asked to help without credit.
A duct and a cable tray meeting in the same ceiling void are found at the model review, and the fix lands on whoever has least time.
A new layout means fresh load calculations, new routes and new drawings, and extra hours are rarely recorded or billed.
Short peaks bring in drafters and modellers who leave when the wave passes, taking drawing habits and project knowledge with them.
A young engineer may know one discipline well and nothing of the others, which limits coordination and future leads.
Modelling and calculation tools change, and staff who are not helped to keep up lose confidence or go elsewhere.
When the firm prices and bids at the same time as delivering, the same engineers are stretched across both.
Start with the topics that matter most here: HR Strategy and Workforce Planning; Learning and Development; Compensation, Payroll and Benefits. Then work through the rest. Each topic is written for professional services, not in general.
How many people, in which roles, by when, and what they will cost.
Training planned from need rather than from the calendar.
Salary structure, payroll inputs and a month that closes on time.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Goals, reviews and ratings that hold up in a conversation.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes, one for complaints, one for conduct, kept separate.
Policies a manager can apply, and obligations with owners and dates.
Induction, records, incident reporting and follow-through.
Who leaves, when, why, and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a MEP design consultants business puts in place, in an order that makes each easier. Open any card for the detail.
A single view of each team's load against issue dates, so help moves between disciplines before a date is missed.
A single view of each team's load against issue dates, so help moves between disciplines before a date is missed. See workforce planning.
A coordination lead for each project, with time set aside in the plan and authority to ask other teams for changes.
A coordination lead for each project, with time set aside in the plan and authority to ask other teams for changes.
A short log of each change, the disciplines it touched and the hours spent, ready for fee discussions.
A short log of each change, the disciplines it touched and the hours spent, ready for fee discussions.
Drafters on short assignments fill a one-page handover on drawing standards and open items before they leave.
Drafters on short assignments fill a one-page handover on drawing standards and open items before they leave.
A week shadowing another discipline or a joint site visit, so engineers know what their neighbours need.
A week shadowing another discipline or a joint site visit, so engineers know what their neighbours need. The learning and development process can carry it.
Named people for bids, or fixed hours in each week, so tender seasons do not eat delivery time.
Named people for bids, or fixed hours in each week, so tender seasons do not eat delivery time.
Before changing anything, find out what is true today. Work through the checks using a recent operating period. The time needed depends on the records you hold; note missing evidence and use the findings to choose a priority.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
A forward view of each discipline's load, so hiring and borrowing of staff are planned and not rushed.
Cross-discipline exposure and software training that keep engineers current.
Drafter assignments, handover notes and role letters in plain, consistent form.
Pay for each discipline compared with consultancies that compete for the same engineers.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in professional services, and one on each of the topics this page points to.
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A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
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Plan each team's hours against issue dates on one shared view, review it every fortnight and move help early. Waiting until a date is at risk leaves little room to adjust.
A named coordination lead on each project, with time in the plan and the authority to ask other disciplines to change. If coordination is everyone's job, it is done late.
Offer a fair pay, a clear end date or a path to a longer role, and recognise their work. Those you cannot keep should still hand over their knowledge.
Depth in one discipline is needed, but some exposure to the others makes better coordinators and future project leads. Small rotations and joint site visits are enough to start.
Name who bids and who delivers, or set fixed weekly hours for tenders. Otherwise your best engineers are pulled across both and neither gets full attention.
First we would ask each discipline head how load is planned today, count clashes found late and see how architect changes are recorded. A shared workload view with a named coordination lead is a natural first piece, and scope goes into writing for your approval.
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