Battery storage companies design, supply and install systems for homes, factories and solar sites. HR work is training installers on live equipment, managing site crews and keeping engineers and service staff.
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Share your requirementsA battery storage solution provider designs and installs battery systems for homes, shops, factories, telecom towers or solar plants, and often runs maintenance and monitoring. The team may include design and application engineers, sales and tender staff, installation crews with electricians and helpers, commissioning engineers, a service and remote-monitoring desk, and a stores team that handles heavy, sensitive stock. The equipment stores a lot of energy, so mistakes at site are dangerous. Jobs are spread across towns, deadlines come from customers and project partners, and new technology means staff constantly need to learn. Good commissioning engineers are scarce. See also HR for professional services.
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 battery storage providers. 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.
Mistakes in handling, isolation or testing can hurt people, so crew habits matter more than speed.
Cell types, inverters and software change, and installers learn from whoever worked on the last job.
A few people can switch on and test a system, and they are pulled between sites.
Long site stays, rented rooms and weak supervision lead to attendance and conduct problems.
A tender wins on a date that installers then struggle to meet, and blame spreads.
Failures and alarms do not follow office hours, and on-call work is unplanned and unpaid.
Storekeepers deal with heavy, expensive units where a drop or wrong stacking causes loss.
Crews from different firms work on one site, and who instructs whom is unclear.
Start with the topics that matter most here: Health, Safety and Wellbeing; Learning and Development; HR Operations and Governance. Then work through the rest. Each topic is written for professional services, not in general.
Induction, records, incident reporting and follow-through.
Training planned from need rather than from the calendar.
An HR function that runs the same way every month.
How many people, in which roles, by when — and what they will cost.
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.
Salary structure, payroll inputs and a month that closes on time.
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.
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.
The pieces a battery storage providers business puts in place, in an order that makes each easier. Open any card for the detail.
Isolation, personal protection, lifting and emergency steps taught and signed off before anyone works on live equipment.
Isolation, personal protection, lifting and emergency steps taught and signed off before anyone works on live equipment. See workplace health, safety and wellbeing.
Helper, installer, senior installer and commissioning engineer, each with a practical check and a pay step.
Helper, installer, senior installer and commissioning engineer, each with a practical check and a pay step.
A roster that handles travel, accommodation and rest, with a site lead who records attendance daily.
A roster that handles travel, accommodation and rest, with a site lead who records attendance daily.
Who is on call, for what, how they are paid and how rest is given.
Who is on call, for what, how they are paid and how rest is given. The attendance, shift and leave process can hold it.
A short handover meeting before every tender is committed so dates are tested with the installation head.
A short handover meeting before every tender is committed so dates are tested with the installation head.
Stacking, lifting and checking steps for the stores team, with a damage record kept for each batch.
Stacking, lifting and checking steps for the stores team, with a damage record kept for each batch.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
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.
Site safety habits and wellbeing for crews working on live equipment.
Installer to commissioning engineer path.
Rosters, on-call and site-stay attendance.
Hiring electricians and engineers with the right practical skill.
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.
Why associates and managers leave consulting, accounting, legal and advisory firms, and how to ask about progression, workload and partners at exit.
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A shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
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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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Every growing company reaches a point where the founder approving everything stops being speed and starts being the bottleneck. Twelve signs it has happened, and what to fix first.
9 min readRead articleMore on the GullyHR blog.
Pair them with a trained senior, run a practical check after a short demo, and record who is signed off for what.
Show a growth path, pay fairly for travel and rest, and avoid sending them to every urgent job alone.
Decide the roster, response times and compensation in advance. Give rest after a night call.
Appoint a site lead, record daily attendance, agree accommodation rules and visit often.
Have installation and commissioning leads confirm a date before sales commits it to the customer.
We would look at site safety training records, crew rosters and the commissioning bottleneck. A competence ladder and a site-stay roster are a sensible first job. After we talk it through, scope and deliverables are put in writing.
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