A frozen food maker preps and freezes product, then holds it in cold rooms for chilled trucks. The people problem is cold exposure, tight time limits out of the cold and loaders who work at sub-zero temperatures.
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Share your requirementsA frozen food manufacturer receives raw material such as vegetables, meat, seafood or dough, preps and cooks or portions it, freezes it fast in blast tunnels, packs it and holds it in cold rooms until dispatch. Chilled trucks carry the product out. Orders come from retail chains, caterers and export buyers with strict date and pack rules. Time out of the cold is watched closely, and a break in the chain spoils whole lots. Some stock is seasonal, tied to harvest. The work is cold, wet and fast, and staff are hard to keep once they have tried another plant. See also HR for food and beverage.
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 frozen food 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.
Long spells at sub-zero temperature bring joint pain, cough and fatigue, and staff avoid the cold rooms if they can.
Slow loading or a late truck lets product warm, and loaders are blamed for what was a planning fault.
A compressor fault stops freezing, and only one or two people know the plant well.
Floors are slippery and visibility drops in mist, so rushed driving ends in accidents and damaged pallets.
Vegetables and fruit arrive within a few weeks, extra prep workers are needed quickly and then released.
Cutting and portioning need steady hands in cold, wet conditions, and cuts and absence rise.
Start with the topics that matter most here: Health, Safety and Wellbeing; Learning and Development; HR Strategy and Workforce Planning. Then work through the rest. Each topic is written for food and beverage, not in general.
Induction, records, incident reporting and follow-through.
Training planned from need rather than from the calendar.
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.
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 frozen food makers business puts in place, in an order that makes each easier. Open any card for the detail.
Time limits inside cold rooms, proper thermal clothing and gloves, and warm rest areas.
Time limits inside cold rooms, proper thermal clothing and gloves, and warm rest areas. See health, safety and wellbeing.
A booked loading slot for each truck, with product staged and ready, so time out of the cold stays short.
A booked loading slot for each truck, with product staged and ready, so time out of the cold stays short.
A planned path, with simple maintenance and fault routines written down.
A planned path, with simple maintenance and fault routines written down. Learning and development helps structure it.
A short practical check on icy floors and low visibility before anyone drives alone, repeated yearly.
A short practical check on icy floors and low visibility before anyone drives alone, repeated yearly.
A returning-worker list, a short session on knife skill and hygiene, and clear pay terms.
A returning-worker list, a short session on knife skill and hygiene, and clear pay terms. Recruitment process consulting supports it.
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.
Cold exposure, wet floor and forklift safety for cold room staff.
Training a second refrigeration technician and cold room drivers.
Planning and hiring seasonal prep crews before harvest.
Shift plans that match loading slots and freezing runs.
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 food and beverage, and one on each of the topics this page points to.
Kitchen, service and outlet staff leave quickly in food and beverage. How to ask what lies behind the first answer, compare outlets and act on what you learn.
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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.
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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.
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How a D2C founder can decide which digital marketing work to hire for, which to buy from an agency, and which to split, with a worksheet and a five step plan.
6 min readRead articleMore on the GullyHR blog.
Set time limits, provide thermal clothing and warm rest areas, and rotate tasks. Ask staff what hurts or tires them most.
Book loading slots, stage product ready and tell the crew why time out of the cold matters. Fix the planning before blaming loaders.
Train a second person now, write simple fault routines and keep contact details of outside help. This is a role the whole plant depends on.
Give a practical check before solo driving, keep floors dry and set sensible speed rules. Review near misses without blame.
Keep a list of returnees, brief them well and agree pay clearly. Early calls count for more than large offers.
We would ask about cold room time limits, trucks waiting at the dock and who can repair the refrigeration plant. A good opening task is a cold exposure and warm break plan, with a path for a second technician. Scope is written down after the first talk.
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