Measure Site, Sales and Corporate Teams Against What Each Is There to Do
A site engineer, a sales manager and a procurement executive do not produce the same kind of work, and a single appraisal form fits none of them. Our performance management services give each role family its own goals and measures, a review rhythm tied to project milestones and launches, and a rating process that managers on different projects apply in the same way.
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Share your requirementsThe starting point
Do Your Reviews Measure the Work Each Role Actually Does?
Performance in a project business is shaped by the programme, the site and the market. When reviews ignore that, they reward the project that happened to run smoothly, and penalise the one that was handed a late design or a tight site.
We help you build a review that stays fair across sites, sales and head office.
You may be experiencing:
- One appraisal form used for site engineers, sales managers and finance staff.
- Goals set once a year, though projects begin, slip and close within that year.
- Site staff rated on how the project went, not on what they controlled.
- Sales reviewed only on bookings, with collections, cancellations and customer complaints out of view.
- Managers on different projects rating the same behaviour differently.
- Appraisals due at a time when the project is at its busiest, so they are rushed or skipped.
- Weak performance noted informally and never addressed in writing.
- Pay or incentive decisions made without a documented review.
What we can help with
Our Performance Management Services for Construction and Real Estate
Role-Family Goal Setting
Set goals separately for site, sales, design and corporate roles. Cascade them from the project plan or sales target to the individual so each person sees what their part is.
KRAs and KPIs for Site Roles
Define measures such as schedule adherence, quality and rework, safety observance, manpower control, material wastage and documentation, and separate what the individual controls from what the project does.
KRAs and KPIs for Sales Roles
Define measures such as bookings, collections, site visits, conversion, lead response time and customer complaints, with the rules on cancellations and shared leads that decide how each counts.
KRAs and KPIs for Corporate Roles
Set measures for planning, contracts, procurement, finance, legal, HR and administration roles in terms of turnaround, accuracy, support to sites and closing of open items.
Review Cadence Tied to the Project
Set review points at project milestones, launch dates and phase closures in addition to the yearly review, so feedback comes while it can still change the work.
Manager and Employee Feedback
Prepare a short feedback format and a conversation guide for site heads and project managers who are better with drawings than with appraisals.
Ratings and Calibration
Run calibration sessions across projects so that a rating means the same on every site. Record the reasons behind exceptional ratings.
Improvement Plans and Recommendations
Define the steps for a performance improvement plan, with dates, support, review points and a written outcome, and set the route for promotion and pay recommendations.
The deliverables
What You Receive
Depending on your needs, your engagement can include:
- Goal templates and measures for site, sales and corporate roles.
- A review calendar tied to project milestones and launches.
- A review form for each role family.
- A feedback conversation guide for managers.
- A calibration process and a rating guide.
- An improvement plan format with review dates.
- A promotion and recommendation route.
- Review forms, reminders and reports configured on the GullyHR platform or your own system.
Step by step
How We Work
Understand the Work
We talk to project heads, sales leaders and corporate managers about what good work looks like in each role and how performance is judged today.
Design the Measures
We draft goals and measures by role family, with your managers, and remove those that a person cannot influence.
Set the Calendar and the Forms
We agree the review points, the forms and who reviews whom, including for people who move between projects.
Run the First Cycle
We help brief managers, run the review round and support calibration, so the first cycle is completed on time.
Review the Cycle
We record where you stand before the change, then look at review completion, rating spread across projects and use of the results in decisions.
The difference
Review Performance in a Way People Can Trust
A structured review helps you:
We do not promise outcomes. We record a baseline before work starts, covering review completion, how ratings are spread across projects, and the number of improvement plans in progress, and report against it, so you can see what changed and what did not.
- Give site, sales and corporate staff measures that fit their roles.
- Separate a person's performance from the fortunes of a project.
- Review at points that matter to the project, not only at year-end.
- Make ratings comparable between sites.
- Deal with weak performance in writing and with support.
- Back promotion and pay decisions with a record.
Find your fit
Who This Service Is For
Developers and Builders
Review site, sales and corporate teams on measures suited to each.
Contractors and Infrastructure Companies
Appraise engineers and supervisors across projects with different conditions.
Real Estate Agencies and Consultants
Review sales and relationship teams beyond bookings.
Interior, Architecture and MEP Firms
Assess project-based teams on delivery, quality and client handling.
Facility Management Companies
Appraise supervisors and technicians posted at properties.
How it usually shows up in construction and real estate
Site engineers, supervisors and sales teams are measured on different things over different time frames. Projects are not comparable, yet a difficult project and an easy one are often rated alike because the form cannot account for conditions. Safety is a result of daily practice and is rarely part of the review. In real estate sales, bookings are counted when made and cancellations after booking are not deducted. Reviews fall at year end, long after a project ends.
Common challenges
Where it goes wrong in construction and real estate
Projects are not comparable
A difficult project and an easy one are rated alike, because the form has no way to account for the conditions.
Safety is outside the review
A clean record is a result of daily practice and is rarely rewarded. A site that went a year without an incident did so because of dozens of small decisions by supervisors that nobody wrote down.
Real estate sales are counted at booking
Cancellations after booking are not deducted from the salesperson's score.
Reviews come at year end, not at project gates
A project that ends in March is reviewed in December, when memory has faded.
A better process
What a working version looks like
- 01
Review at project gates
A short review at the end of each phase and at project close, with the project manager and the person. The performance management process holds the form.
- 02
Include difficulty and safety
Rate the conditions the person worked in, and include safety performance, quality and handover as measures.
- 03
Count real estate sales that hold
Treat cancelled bookings as not sold when scoring and paying incentives.
- 04
Calibrate across projects
Project managers meet to compare ratings so that a good rating on a hard project is not lost.
What to check this week
- Ask a site engineer how his last review accounted for how hard his project was.
- Check whether safety record appears on the review form.
- Look at how cancelled bookings affect a salesperson's score.
- Find the gap between project end and review date.
- Ask project managers how they compare ratings across projects.
Confirm with a qualified professional. What applies depends on your establishment, your state and your sector, and it changes. This page describes a practice; it does not state a legal position.
What this looks like in construction and real estate
The parts of performance management that are specific to this sector, rather than general.
Performance by Role Type
Different measures for site, sales and corporate.
What this coversHide
Performance by Role Type
Different measures for site, sales and corporate.
What this coversHideSite
- Schedule adherence
- Quality and rework
- Safety observance
- Manpower control
- Material wastage
- Documentation
Sales
- Bookings
- Collections
- Site visits
- Conversion
- Lead response time
- Customer complaints
Questions on this, in construction and real estate
The measures separate what the individual controls from what the project does. Schedule slippage caused by a late design or a client hold is noted in the review, and the rating focuses on the engineer's own work on quality, safety, reporting and manpower control.
Yes. Bookings are one input. Collections, cancellations, customer feedback, site visit quality and follow-up discipline matter too. The weight each carries is your decision, and we help you write it down.
At least once a year, with check-ins at project milestones, launches or phase closures. A project that lasts a long time should not wait for year-end to give feedback.
The outgoing project head records a short review at the time of transfer, and the incoming head adds to it. The final rating draws on both, so that the move does not erase the earlier work.
We suggest a simple scale with a written description for each level. You choose the scale, and the descriptions matter more than the number of levels.
It can, if you want. Pay and promotion decisions are yours. We set the route so that the review record is available when those decisions are made, and we do not set pay figures.
The review draws on short inputs from each project head the person worked for, collected at milestones. One named reviewer pulls them together and writes the rating, so the person is not judged by whichever manager is loudest.
The forms are short and use plain language, and the conversation guide helps a site head give feedback face to face. Written comments can be brief. What matters is that each review is held, recorded and acted upon.
If the system you use supports it, yes. We configure review forms, reminders and approvals on the GullyHR platform or your own system, and test them with the site teams who will use them.
Include the conditions in the review and compare ratings across project managers. A good outcome on a hard project is better than a good outcome on an easy one.
Yes. A clean safety record is the result of daily practice and should be recognised, especially for supervisors and engineers.
By bookings that hold, with cancellations deducted, alongside customer feedback. Counting bookings alone rewards sales that do not last.
At project gates and at close, with the full annual review combining them. Reviewing close to the work gives fairer and more useful results.
Set Up Reviews That Fit Site and Sales Work
If one form is stretched across every role, begin with the measures for each role family.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book a Performance Management Consultation
Tell us about your teams and how they are reviewed now.
The general method — what performance management covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the performance management process page. What is above is the part that differs for construction and real estate.
To run this in a system rather than on paper, see performance management software.
Other HR topics for construction and real estate
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for construction and real estate, or another industry.