A cement product maker casts pipes, slabs, kerb stones, jaalis and tanks in moulds and cures them for days before dispatch. The work is manual and timing-sensitive, so who strips a mould and when matters more than most owners notice.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsA cement product maker mixes cement, sand, aggregate and water and casts it in steel or fibre moulds to make pipes, manhole covers, slabs, kerb stones, fence posts, jaalis and small tanks. The casting yard has mixing, vibrating or spinning, demoulding, curing and stacking areas, open to sun and rain. Curing in tanks or under wet cover takes days, and a product moved too early cracks or weakens. Orders come from contractors, municipal buyers, builders and dealers, and volumes follow the construction season. Most workers are semi-skilled and paid by the day or piece, but a few mould and mix hands decide how many products are good. Mould care and the order in which products are cast and stripped are held in the heads of senior yard workers. See also HR for construction and real estate.
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 cement product makers. 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.
Experienced hands know when a piece can be stripped, and a new crew strips early to meet the day's count.
Tank filling and wet covers are routine, unglamorous jobs, so they slip when output pressure rises.
Rough stripping bends or chips moulds, and the pieces from a damaged mould fail inspection later.
Pipes and slabs are handled by hand or small hoists, and cement dust irritates eyes, skin and lungs.
Monsoon and festival gaps leave the yard idle, and workers drift off when work is thin.
They know the work but have little training in planning crews, so the yard runs on habit.
Start with the topics that matter most here: Learning and Development; Health, Safety and Wellbeing; Organisation Design. Then work through the rest. Each topic is written for construction and real estate, not in general.
Training planned from need rather than from the calendar.
Induction, records, incident reporting and follow-through.
Structure, reporting lines and who is allowed to decide what.
How many people, in which roles, by when, and what they will cost.
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.
An HR function that runs the same way every month.
The pieces a cement product makers business puts in place, in an order that makes each easier. Open any card for the detail.
A one-page card for each product with strip time, curing days and who signs the batch.
A one-page card for each product with strip time, curing days and who signs the batch. The role design and job descriptions work gives each step an owner.
A person on each shift responsible for tanks and covers, with a log of batches and dates.
A person on each shift responsible for tanks and covers, with a log of batches and dates. See HR reporting and analytics.
Short sessions on stripping, cleaning and oiling moulds, with mould damage noted by crew.
Short sessions on stripping, cleaning and oiling moulds, with mould damage noted by crew. The learning and development process helps.
Hoist and manual handling rules, masks and gloves issued and checked.
Hoist and manual handling rules, masks and gloves issued and checked. See health, safety and wellbeing.
A list of repair, mould building and stock jobs for slack weeks and a clear leave pattern, so workers stay on the books.
A list of repair, mould building and stock jobs for slack weeks and a clear leave pattern, so workers stay on the books.
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 named owner for stripping, curing and batch release, which are the points where casting yards lose quality.
Simple batch and crew records that connect cracked products to what happened.
Mould care and stripping skills passed from senior hands to newer workers.
Lifting, dust and gear routines for a yard with heavy manual work.
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 construction and real estate, and one on each of the topics this page points to.
Site engineers, supervisors, crews and sales teams leave for different reasons. How to ask what shaped their decision and act on it between projects.
8 min readRead article
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.
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 article
A founder's guide to building job grades, titles and billing levels for a growing IT services firm, with a step-by-step method and a grade description outline.
6 min readRead articleMore on the GullyHR blog.
Write the strip time on a card per product, record the time of casting and have a named person sign the release. Output counts should include only pieces that pass.
Give curing a named person on each shift, a simple log and a check by the supervisor at start and end of the day. Recognise the job so it is not seen as low value.
Give them a distinct grade and pay, a role in training and a say in mould repairs. Benchmark pay against nearby yards.
Provide hoists or trolleys where possible, teach safe handling and keep gloves and boots in use. Record near misses and talk about them in short briefings.
Plan useful repair and stock work, agree leave in advance and avoid sudden layoffs. Seek advice from a qualified professional on employment arrangements.
We would ask how strip and cure times are set, look at the last cracked batch and who handled it, and count moulds repaired last quarter. A good first piece of work is a strip and cure card for each product plus a named curing role. Scope is agreed in writing afterwards.
All 8 business types in construction materials · Find another business type
See all HR topics for construction and real estate, or another industry.
Tell us your industry, team size and the issue you want to address. Bring one example of where work gets delayed or ownership is unclear, and the deadline or decision you are working towards.
