Brick making runs on a season, usually after the rains, with gangs of moulders, carriers and kiln firemen. Pay by the thousand, advances and migrant families make people practices more sensitive than in most plants.
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Share your requirementsA brick maker digs and prepares clay, moulds bricks by hand or machine, dries them in the open and fires them in a kiln. Work follows the dry months, so the season has a start and an end. Teams of moulders, clay mixers, carriers, stackers and firemen are often hired as gangs, frequently families who travel from other districts, and paid by the thousand bricks. Advances before the season are common. Heat, dust, long hours and exposure to weather harm health, and children may be present at sites, which owners must guard against. Kiln firemen need skill to control firing. Orders come from builders and contractors who pay late. Records of who worked and what was paid are often informal. See also HR for manufacturing.
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 brick manufacturers. 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.
Money paid before the season is set against output. Without clear records, workers and owners disagree on what is owed.
Moulders and carriers work long hours to earn, and no record shows hours, rest or who in the family worked.
A sardar or contractor brings and pays the gang, so owners know little about conditions or whether wages reach workers.
Kiln work, clay dust and open-sun work lead to fatigue and lung problems. Water, shade and checks are limited.
Kiln firing decides brick quality and fuel use. A good fireman is hard to replace mid-season.
Families bring children to the site. Owners must make sure children do not work, and need clear rules and a safe place.
Unplanned stoppages leave gangs without earnings, creating pressure on advances and trust.
Counts, rejects and deductions are calculated late and are disputed, so good gangs may not return.
Start with the topics that matter most here: Employee Administration; Compensation, Payroll and Benefits; Health, Safety and Wellbeing. Then work through the rest. Each topic is written for manufacturing, not in general.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
Induction, records, incident reporting and follow-through.
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.
Goals, reviews and ratings that hold up in a conversation.
Training planned from need rather than from the calendar.
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.
An HR function that runs the same way every month.
The pieces a brick manufacturers business puts in place, in an order that makes each easier. Open any card for the detail.
Rates per thousand, advance, deduction rules, settlement dates and what happens in rain, in a language the gang understands, with copies for both sides.
Rates per thousand, advance, deduction rules, settlement dates and what happens in rain, in a language the gang understands, with copies for both sides. The hr documentation process covers the paper.
Bricks moulded, passed and rejected each week, with an amount paid.
Bricks moulded, passed and rejected each week, with an amount paid. Workers see their own account.
A simple register of names, ages and days present, matched to the leader's bill.
A simple register of names, ages and days present, matched to the leader's bill. See attendance, shift and leave.
Drinking water, shade, a first aid box and rest breaks, as outlined in health, safety and wellbeing.
Drinking water, shade, a first aid box and rest breaks, as outlined in health, safety and wellbeing.
A site rule, a safe area for children and a check at the start of the season.
A site rule, a safe area for children and a check at the start of the season.
Fair rates, timely settlement and a return bonus for gangs who come back.
Fair rates, timely settlement and a return bonus for gangs who come back. Compare with compensation benchmarking.
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.
Written gang agreements, advance records and settlement statements that both sides can read.
A register of every worker, matched to the gang leader's bill and to payments.
Heat, dust, water and first aid routines at moulding yards and kilns.
Rates per thousand for moulders and carriers compared with nearby kilns.
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 manufacturing, and one on each of the topics this page points to.
Why the best operator often struggles as shift supervisor, what it costs the line, and a practical way to choose, prepare and back new supervisors in any kind of plant.
7 min readRead article
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.
7 min readRead article
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.
6 min readRead article
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.
7 min readRead articleMore on the GullyHR blog.
Record each advance in writing with the worker's name, set clear deduction rules and share a statement at least monthly. Keep terms fair and transparent, and confirm legal rules with a qualified professional.
Yes. A register of names and days present protects workers and you, and lets you check the gang leader's bill.
Keep weekly counts, show them to the gang and settle on a fixed date. Disputes shrink when everyone sees the same numbers.
Set a clear rule, brief gang leaders, provide a safe space for children and check regularly. Ask a qualified professional about legal duties.
Pay fairly, give him a say in firing plans and offer a season-end bonus linked to quality and fuel use.
We would ask how gangs are agreed, how advances and counts are recorded and how settlement works. A good opening project is a written gang agreement plus a weekly account. Scope is then written down for you to accept or change.
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