Proximity, pressure, temperature and level sensors are assembled, potted, calibrated and tested in small batches with a wide range of variants. The calibration bench, the test crew and the few engineers who know the sensing element carry the quality.
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Share your requirementsAn industrial sensor maker produces devices that detect position, pressure, temperature, flow or level and send a signal to a controller. The plant assembles boards, seats sensing elements in housings, pots or seals them, then calibrates and tests each unit before labelling and packing. Batches are small and variants are numerous, so kitting and line changes come with each batch. Calibration and test benches decide whether a unit is accurate, and the technicians there need patience and clean records. Design engineers shape the sensing element and electronics, and only a few know why a design behaves as it does. Work is fine and seated, and learning takes time. Customers include machine builders and process plants, and some ask for custom versions. See also HR for manufacturing.
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 industrial sensor 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.
A technician who rushes the bench ships a unit that drifts in service, and the fault returns as a warranty claim.
Switching between variants strains kitting, and the wrong housing or element can end up in a unit.
Only a handful know why an element behaves as it does, and they field every question from the floor.
A new assembler needs weeks of practice to reach clean joints, and early boards come back for rework.
A special version for one buyer disturbs the line, and nobody owns its parts and time plan.
Hours of fine work tire eyes and attention, and slips appear late in the shift.
Start with the topics that matter most here: Learning and Development; Onboarding and Probation; Employee Administration. Then work through the rest. Each topic is written for manufacturing, not in general.
Training planned from need rather than from the calendar.
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.
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.
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.
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.
An HR function that runs the same way every month.
The pieces a industrial sensor makers business puts in place, in an order that makes each easier. Open any card for the detail.
A short practical check for each unit family, repeated yearly, with a record of who is cleared for which calibration and test.
A short practical check for each unit family, repeated yearly, with a record of who is cleared for which calibration and test. See competency and talent management.
A set of practice exercises and joint checks, signed by a senior before the newcomer touches live units.
A set of practice exercises and joint checks, signed by a senior before the newcomer touches live units. See employee onboarding process.
One coordinator plans parts, time and who builds it.
One coordinator plans parts, time and who builds it. The role design work can define the role.
Short notes from senior engineers on why key choices were made, stored where others can find them.
Short notes from senior engineers on why key choices were made, stored where others can find them. See hr documentation process.
Short breaks, lighting checks and task rotation for assemblers and testers, reviewed with the team.
Short breaks, lighting checks and task rotation for assemblers and testers, reviewed with the team. See health, safety and wellbeing.
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.
A skills record for calibration, test and assembly so each unit type has trusted cover.
A first-month path for new assemblers with practice checks before live work.
Written design notes and role records so engineering knowledge is not held in one head.
Lighting, breaks and rotation for fine seated work.
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 manufacturing, and one on each of the topics this page points to.
Why the best operator can struggle as shift supervisor, what it costs the line, and a practical way to choose, prepare and back new supervisors in any kind of plant.
7 min readRead article
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.
6 min readRead article
A first-week plan for bringing in an outside specialist: what access to give, how to protect client data, and the confidentiality steps to settle on day one.
7 min readRead article
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.
7 min readRead articleMore on the GullyHR blog.
Certify technicians by unit type, record each calibration and check a sample later. Give them time, since rushed work returns as warranty claims.
Group similar variants in the schedule, kit parts per order and check the kit before assembly. Name who is accountable for the kit.
Ask them for short design notes, bring a second engineer into reviews and spread floor questions across a small group.
It depends on the unit, but weeks of supervised practice are normal. Exercises and a senior sign-off before live work protect quality.
Give each a named coordinator, a parts plan and a defined slot in the schedule, so the standard flow stays undisturbed.
We would list calibration technicians by unit type, read recent warranty returns and see how custom orders get planned. A calibration certification scheme and a path for new assemblers make a fair first job. Terms go in writing after we have talked.
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