A granite quarry company cuts blocks and aggregate from rock face to yard to truck. Here is how to run drillers, blasting crews, cutters and haulage teams in heat, dust and risk, often through contractors.
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Share your requirementsA granite quarry company extracts granite from a hillside or pit and sells it as rough blocks, slabs, tiles, kerbstones or crushed aggregate. People work at several points: surveyors and mining engineers plan benches, drillers and blasters prepare the face, wedge and saw crews split blocks, excavator and crane operators lift and load, and truck drivers haul to yards or customers. Some quarries add cutting and polishing units. Work is outdoors in heat and monsoon, with noise, flying chips, silica dust and falling rock. Much labour arrives through contractors or family gangs, often migrants who live near the site. Accidents can be severe, and an injury to a worker with no formal record leaves the company and the family stranded. Output depends on weather, blasting schedules and truck availability. See also HR for energy and utilities.
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 granite quarry companies. 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.
Clearance, warning and re-entry rules are known to senior crew but not recorded, and newcomers copy what they see.
Silica dust builds up over years in drillers, cutters and polishers, and masks, water use and health checks are inconsistent.
Gang leaders pay and manage crews, and the company may not know who is on the bench, what they earn or whether they are trained.
Excavator and truck operators sit through long days, and fatigue and heat are not part of any rule.
Payment by block or tonne encourages people to skip checks and take risks, and slower safe work earns less.
Weather and festivals stop output, and workers with daily pay have no income on those days, so many leave.
After an accident, treatment, family support and records are settled by goodwill, and nothing is written for the next time.
Bench supervisors rise from the crew with little training in leading people, safety or recording, and standards vary by shift.
Start with the topics that matter most here: Health, Safety and Wellbeing; Employee Administration; Compensation, Payroll and Benefits. Then work through the rest. Each topic is written for energy and utilities, not in general.
Induction, records, incident reporting and follow-through.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
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.
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.
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 granite quarry companies business puts in place, in an order that makes each easier. Open any card for the detail.
Clear steps for warning, clearing, re-entry and loose-rock checks, with a named person responsible at each blast.
Clear steps for warning, clearing, re-entry and loose-rock checks, with a named person responsible at each blast. See workplace health, safety and wellbeing.
Wet drilling and cutting where possible, masks that fit, rest areas away from dust and periodic health checks arranged with a doctor.
Wet drilling and cutting where possible, masks that fit, rest areas away from dust and periodic health checks arranged with a doctor.
A register of every worker, contractor and gang leader, with role, training and pay terms.
A register of every worker, contractor and gang leader, with role, training and pay terms. Employee information management shows how to start simply.
Shade, water, shift rotation for operators and a rule on maximum continuous hours.
Shade, water, shift rotation for operators and a rule on maximum continuous hours.
A pay structure that rewards safe, checked work, with a base amount on bad-weather days where possible.
A pay structure that rewards safe, checked work, with a base amount on bad-weather days where possible.
A short course on instructions, incident recording and people handling, using the learning and development process.
A short course on instructions, incident recording and people handling, 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.
Blasting routines, dust control and incident handling.
A single register of workers, contractors and training.
Training for supervisors and operators.
Clear pay structures and records for daily wage and contract workers.
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 energy and utilities, and one on each of the topics this page points to.
Engineers, technicians and operators leave energy and utilities firms for reasons that differ by project and plant. How to listen, ask better questions and act.
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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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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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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
6 min readRead articleMore on the GullyHR blog.
Write the warning, clearance and re-entry steps, name the responsible person for each blast and keep a record. Do not rely on habits alone.
Use wet methods, fitted masks and rest areas away from dust, and arrange periodic health checks. Dust harm builds up over years.
Keep a register of every person on site, with role and training, and agree terms with contractors in writing. Confirm with a qualified professional how the arrangement should be structured.
Reward safe, checked work and give a base amount where possible. Pure speed pay pushes people to take chances.
Have a written routine for first aid, transport, family support and records. Treat the first hour well and write down what happened.
We would ask how crews are engaged, how blasting steps are taught and how injuries are recorded. A sensible first piece of work is a worker register and a bench-entry routine. Scope follows in writing, so you can accept or trim it.
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