An EV charging station operator earns when chargers are working and drivers trust them. Here is how to run site attendants, field technicians and control room staff across scattered locations and long hours.
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Share your requirementsAn EV charging station operator owns or manages public and semi-public chargers at highway stops, malls, fuel stations, offices and city parking. Staff include site attendants, field technicians, a network control room that watches chargers remotely, customer support agents, partnerships and site-acquisition executives and a small management team. Revenue depends on uptime: a charger that is down, a payment that fails or a connector that is damaged turns into a lost driver and a public complaint. Sites are spread out, open for long hours and often staffed by one person. Attendants handle drivers, queues and sometimes fault clearing, while technicians drive to remote sites at short notice. The work is new, the technology changes and few candidates have done it before. 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 EV charging operators. 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.
One person at a quiet highway site works a long shift with no relief, and boredom, safety worries and fatigue are not looked at.
Attendants and control room staff work late with limited transport, food and escalation, and attrition is highest on those shifts.
A fault at a distant site means a long drive, and visit time, parts and allowances are managed informally, causing disputes and delay.
A failed session or payment makes drivers angry, and attendants and support agents absorb abuse with no script or backup.
The remote team sees an alert, the field team sees something different on site, and blame travels both ways.
A mall or fuel station asks the attendant to do unrelated tasks, and the operator has no rule on what is within the role.
Many staff learn on the job, and fault diagnosis, battery basics and customer handling vary widely between sites.
New sites open faster than area managers are trained, so quality and supervision differ from one city to another.
Start with the topics that matter most here: Health, Safety and Wellbeing; Employee Engagement and Experience; HR Technology and Automation. Then work through the rest. Each topic is written for professional services, not in general.
Induction, records, incident reporting and follow-through.
Communication, recognition and the conditions people actually work in.
Records that survive people, and approvals that do not queue.
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.
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.
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.
Who leaves, when, why — and which of them mattered.
Resignation to relieving letter, in a defined order.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a EV charging operators business puts in place, in an order that makes each easier. Open any card for the detail.
Breaks, relief, check-in calls, emergency contacts and a clear instruction on when to close a charger, so the person alone on site is supported.
Breaks, relief, check-in calls, emergency contacts and a clear instruction on when to close a charger, so the person alone on site is supported. See workplace health, safety and wellbeing.
A shared roster that covers day, evening and night, with planned rest, transport for late exits and fair rotation of night work.
A shared roster that covers day, evening and night, with planned rest, transport for late exits and fair rotation of night work.
What the attendant tries, what the control room tries, when a technician is called and what the driver is told, so blame is replaced by steps.
What the attendant tries, what the control room tries, when a technician is called and what the driver is told, so blame is replaced by steps.
Words to use for failed sessions, queues and anger, and a clear route to escalate abuse, built into onboarding.
Words to use for failed sessions, queues and anger, and a clear route to escalate abuse, built into onboarding.
A one-page statement of duties agreed with each site partner, so attendants are not pulled into unrelated work.
A one-page statement of duties agreed with each site partner, so attendants are not pulled into unrelated work.
Staged training from basic diagnosis to complex faults with sign-off, using the learning and development process.
Staged training from basic diagnosis to complex faults with sign-off, using the learning and development 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.
Rosters, relief and night-shift rules for sites and control rooms.
Lone-working support, electrical safety and driver conflict handling.
Staged training for attendants, support agents and field technicians.
Ways to keep dispersed staff connected, heard and recognised.
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.
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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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A simple timesheet routine for IT services teams: a short form, daily entry, light approval and a month-end lock that finance can bill from.
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Set relief times, regular check-in calls, a clear emergency contact and a rule on when to close a charger. Alone does not have to mean unsupported.
Roster them fairly, arrange safe transport and make sure someone can be reached for escalation. Rotate rather than leaving the same few people on nights.
Use a shared fault ladder, joint review of slow cases and a regular call. The aim is to learn from the delay, not to find who to blame.
Give them a script, a named person to escalate to and clear support after an incident. Staff should know abuse will not be ignored.
Train area managers first, use the same onboarding checklist everywhere and review each new site after a month. Growth needs supervision to grow at the same pace.
We would look at your lone sites, night rosters and how faults move between control room and field. A sensible first piece of work is lone-site working rules and a fault-handling ladder. Scope follows in writing, so you can accept or trim it.
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