A home loan consultancy lives on bank payouts, customer files and the people who chase both. This is how to pay, protect and retain a team that handles other people's sensitive papers every day.
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Share your requirementsA home loan consultancy helps buyers choose a lender, assemble papers, and push the file through login, sanction and disbursal. The team is a mix of telecallers who work leads, field executives who meet customers and builders, documentation staff who check files, and a few senior advisors who hold the bank relationships. Pay usually leans on commission, and commission arrives only when a bank disburses, often weeks after the work was done. Customers hand over identity papers, salary slips and bank statements, so careless handling is a real risk. Banks change schemes and turnaround times without notice, which moves targets overnight. People who build a bank contact can take the customer with them when they leave. For the wider sector, read HR for construction and real estate.
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 home loan consultants. 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.
Staff work a file in March and see the money in May, so the person who left in April argues the payout was theirs.
A lender tightens its criteria and a good executive misses target for a month through no fault of their own.
Photocopies of identity and income proof sit in bags, phones and chat groups with no record of who holds what.
The executive who knows the bank manager takes both the relationship and the pending files when they resign.
Long call lists, low conversion and rude refusals wear down new joiners within a few months.
A missing page or a mismatched name delays login, and nobody agrees whether the caller or the checker should have caught it.
A rate or approval time quoted over the phone to win the file comes back as a complaint when the bank says otherwise.
A relationship with a developer's sales team sits with one manager and nothing is written down.
Start with the topics that matter most here: Compensation, Payroll and Benefits; Performance Management; Retention and Attrition Management. Then work through the rest. Each topic is written for construction and real estate, not in general.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Who leaves, when, why — and which of them mattered.
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.
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.
Induction, records, incident reporting and follow-through.
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 home loan consultants business puts in place, in an order that makes each easier. Open any card for the detail.
State when a file counts, what happens to a pending file if the executive leaves, and how clawbacks work.
State when a file counts, what happens to a pending file if the executive leaves, and how clawbacks work. Tie it to payroll steps so payment dates are predictable.
A file register, a locked cabinet or a controlled folder, and a rule against sharing papers on personal chat.
A file register, a locked cabinet or a controlled folder, and a rule against sharing papers on personal chat. Hold staff details in your employee records.
Lead, login, sanction, disbursal, with a named owner at each stage, so errors are traced to a step and not to a person.
Lead, login, sanction, disbursal, with a named owner at each stage, so errors are traced to a step and not to a person.
Review targets monthly against what lenders are actually approving, and say in writing how a scheme change is handled.
Review targets monthly against what lenders are actually approving, and say in writing how a scheme change is handled. See performance steps.
A short script on what can and cannot be promised about rates, eligibility and timing, taught in onboarding.
A short script on what can and cannot be promised about rates, eligibility and timing, taught in onboarding.
A shared sheet of bank contacts and builder tie-ups with a second person named for each, so a resignation does not leave a gap.
A shared sheet of bank contacts and builder tie-ups with a second person named for each, so a resignation does not leave a gap.
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.
Clear commission timing, clawback rules and pay-slip explanations for staff paid on bank disbursal.
A clean record of who holds which files and relationships, ready for resignations.
Targets that respond to lender changes and stage-level measures that show where files stall.
A first-month plan for telecallers and executives covering scripts, document care and bank etiquette.
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 construction and real estate, and one on each of the topics this page points to.
Site engineers, supervisors, crews and sales teams leave for different reasons. How to ask what shaped their decision and act on it between projects.
8 min readRead article
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 article
A practical design for an IT services appraisal cycle: when to run it, how to rate fairly across projects, and how to explain hikes so they hold.
7 min readRead article
What really keeps mobile app and web developers in a small firm: stay conversations, growth paths, fair release rules and a risk sheet an owner can use this month.
6 min readRead articleMore on the GullyHR blog.
Most consultancies use a mix, with a base that covers living costs and commission that rewards closed files. A fully commission-based role is hard to defend as stable work, so have a qualified professional review how it is documented.
Decide in advance, in writing, who completes the file and how the payout is shared. Without a rule, both the leaver and the replacement feel cheated.
Limit who can hold them, record when they are received and returned, and ban sharing on personal messaging. Confirm your data duties with a qualified professional.
Give a realistic target, a short calling day with rest breaks, coaching on refusals and a visible step up to field work. Many leave because the role looks like a dead end.
Tell the team the same day, adjust targets for the affected period and record the change. Silence turns a bank decision into a morale problem.
Your options depend on what was signed and what the law allows, so ask a qualified professional. Practically, spread relationships across two people and keep the customer file with the firm.
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