A corporate concierge service handles errands, travel, bookings and personal requests for employees of client companies. Staff are placed in client offices or answer a request line, and their day is shaped by someone else's workplace.
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Share your requirementsA concierge service takes requests from employees of client companies: a gift, a cab, a flight, a document pickup, a restaurant booking, a repair visit. Some staff sit on a desk in the client's lobby or tower, some work from a central request line, and some run errands on two wheels or by cab. Requests are logged on an app, a call or a message, and fulfilled through a network of vendors the service has to trust. The business rests on tone, memory of preferences and fast follow-through. Desk staff are far from the owner, take direction from the client's facilities team, and are hard to cover when sick. Client contracts renew on how happy the staff-facing users are. 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 corporate concierge 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 concierge in a client tower answers to both you and the client's facilities head, and nobody sees their day unless something goes wrong.
When the on-site person is ill, the client sees a vacant desk and complains, and a backup cannot learn the building in a day.
Which executive wants a window seat or a certain bakery is held by the concierge, and is lost if they leave.
A late florist or a cancelled cab is faced by the concierge, who is told to fix it with no authority to spend.
Staff meet demanding users all day, some rude, with little support for how to handle it.
Festival weeks, year ends and travel seasons flood the request line, with no extra hands arranged.
Errand staff travel the city on short notice, and long days with fuel and travel claims lead to disputes.
A client cuts hours or drops the desk and the people placed there learn at the last minute.
Start with the topics that matter most here: Employee Administration; Employee Engagement and Experience; HR Operations and Governance. 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.
Communication, recognition and the conditions people actually work in.
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.
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.
Named backups for the roles that cannot be vacant.
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.
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 corporate concierge services business puts in place, in an order that makes each easier. Open any card for the detail.
What the concierge may and may not do, response times, spending limits and who they escalate to, shared with the client and the staff.
What the concierge may and may not do, response times, spending limits and who they escalate to, shared with the client and the staff.
A named backup trained at the site and a rota for leave and sickness.
A named backup trained at the site and a rota for leave and sickness. The attendance, shift and leave process can hold it.
A simple, consented note of user preferences stored in the service's system, not in one person's phone.
A simple, consented note of user preferences stored in the service's system, not in one person's phone.
A small float, a list of trusted vendors and a clear route to approve extras.
A small float, a list of trusted vendors and a clear route to approve extras.
Short practice sessions on tone, saying no and escalating.
Short practice sessions on tone, saying no and escalating. The learning and development process can run them.
A written basis for travel, fuel and waiting time, with weekly settlement through the payroll process.
A written basis for travel, fuel and waiting time, with weekly settlement through the payroll process.
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.
Cover plans and rotas for staff placed at client sites.
Short training on service tone, escalation and handling refusal.
A tidy cycle for runner claims, allowances and variable hours.
Ways to keep scattered desk staff connected to the firm.
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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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.
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Eighty per cent responded, the report was thorough, and six months later trust was lower than before. What went wrong between the survey and the silence.
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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.
You do, with agreed input from the client. Set a service sheet, a weekly check-in and a clear escalation line so staff do not get two bosses with different asks.
Train a backup at each site, keep access arrangements ready and have a central line to take requests while the backup travels.
Keep them minimal, shared with the user's awareness and held in a system the firm controls. Ask a qualified professional about privacy duties.
Follow a written fallback: contact the user, offer the next vendor and escalate to the vendor team. A small spending limit helps.
Give them practice in staying calm, a route to escalate and visible backing from the account manager. Raise repeated cases with the client.
Site cover, desk service sheets, runner pay and claims, and how scattered staff stay connected. We first hear how a day on a client desk goes. Scope, timing and fees are agreed in writing.
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