A company registration service turns a founder's idea into a registered entity through name checks, forms, digital signatures and registrar queries. The work is repetitive, the portals are moody, and one missed document can send a file back for days.
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Share your requirementsA registration service sets up private limited companies, LLPs, one-person companies and proprietorship registrations for founders, many of them first-timers. The team is usually a few reviewers with a qualification in accounts or company work, a filing desk of executives who prepare forms and handle the portal, and client coordinators who chase identity papers, address proofs and signatures. Digital signature tokens, name approval queries and registrar rejections create constant rework. Volume comes from online enquiries at low fixed fees, so the margin is thin and speed is the promise. Juniors learn the portal quickly and are tempted away by larger firms. Founders ring at all hours asking where their certificate is. 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 company registration services. 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.
A form returned for a spelling difference or a mismatched address means the executive redoes it, and nobody records whose error it was, so the same mistake repeats.
Coordinators spend days chasing a clear scan, a signature or a rental agreement, and get blamed for delays the founder caused.
Which form misbehaves on which day, and how to word a reply to a registrar query, is known by one person, and leave becomes a risk.
Sales promises speed at a price that leaves no room for slack, and the filing desk is told to absorb the gap.
Tokens belonging to directors and clients move between desks, and without a register nobody can say who held what or when.
Under volume, the qualified person signs batches, and a careless approval becomes the firm's problem later.
Six months of filing makes an executive useful, and a bigger firm or a company secretarial team then offers more.
Messaging apps blur office hours, and the coordinator who answers at ten at night is the one who leaves first.
Start with the topics that matter most here: Employee Administration; Retention and Attrition Management; Career and Succession Management. Then work through the rest. Each topic is written for professional services, not in general.
Records, attendance, leave and the day-to-day HR that must simply work.
Who leaves, when, why — and which of them mattered.
Named backups for the roles that cannot be vacant.
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.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Training planned from need rather than from the calendar.
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.
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 company registration services business puts in place, in an order that makes each easier. Open any card for the detail.
A one-page list for each type of company, LLP or registration showing documents needed, checks before filing and the usual reasons for return.
A one-page list for each type of company, LLP or registration showing documents needed, checks before filing and the usual reasons for return. Pair it with the HR documentation process so staff terms and duties are on paper too.
A simple sheet of what was returned, why and who prepared it, reviewed monthly so the desk learns from patterns rather than blame.
A simple sheet of what was returned, why and who prepared it, reviewed monthly so the desk learns from patterns rather than blame.
Who holds each token, when it was handed over and when it came back, signed at each movement.
Who holds each token, when it was handed over and when it came back, signed at each movement.
The executive prepares, a second person checks against the checklist and the qualified signatory approves.
The executive prepares, a second person checks against the checklist and the qualified signatory approves. Reviewer limits per day are agreed so signing stays real.
Tell clients when messages are answered and give the coordinators a rota, so night replies stop being a personal habit.
Tell clients when messages are answered and give the coordinators a rota, so night replies stop being a personal habit. The attendance, shift and leave process can hold the rota.
Stages from executive to senior executive to reviewer, with the skills needed at each.
Stages from executive to senior executive to reviewer, with the skills needed at each. The learning and development process lays out the training.
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.
Offer letters, duty notes and confidentiality terms so token handling and client papers are covered in writing.
Checklists and short drills that bring a new executive to safe filing sooner.
Measures such as clean-first-time filings, not just files completed.
Response rotas and leave cover so one person is not always on call.
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.
6 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
What really keeps mobile app and web developers in a small firm: stay conversations, growth paths, fair release rules and a risk sheet an owner can use this month.
6 min readRead article
A two-hour exercise that names the roles you could not fill quickly, who could cover them, and what readiness would actually require.
7 min readRead articleMore on the GullyHR blog.
Write a checklist per entity type, add a second-person check before filing, and review the rejection log monthly. Most returns repeat the same few errors.
Both, but count files cleared first time. Speed alone pushes errors downstream, where they cost more to fix.
Record when you asked and when the client replied. A dated chase log shows where the delay really sits and lets you set client expectations.
Keep a register, store them in one locked place and sign them out and in. Confirm the right custody rules with a qualified professional.
Show the next stage, give them part of the review work and revisit pay when the role grows. People leave when the path ends at the filing desk.
Usually the rejection log, the client chase hours, who alone knows the portal and how reviewers sign. A ladder for executives and a response rota are common first pieces. Scope, timing and fees are agreed in writing after a first conversation.
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