Attendance, shift and leave process for Electrical infrastructure firms: muster, crews and project hours
A line crew can be sent to three stretches in quick succession. Attendance has to follow the person, not the office, and give costing a record it can trust.
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Share your requirementsWhy attendance, shift and leave process matters in electrical infrastructure firms
In an electrical infrastructure firm the head office knows who was meant to be at which site, and the foreman knows who actually turned up. The two rarely agree. Crew lists are sent late, camp muster is taken by a different person and a lineman moved to another stretch midweek is counted twice or not at all. Later, project accounts and pay allowances are argued from memory.
The work also pulls against fixed shifts. Crews start early, stop when daylight or the shutdown window ends, and move at night. Rest days slip when a deadline nears. A good process accepts that pattern, records it plainly, and makes sure that rest, leave and travel days are known, planned and tied to the project that carries the cost.
How to set it up
1. Name one person per crew to send the daily list
The foreman or a nominated senior sends a list by phone each evening: names, site, tasks and hours. Alternates are named, so no list depends on one person being present.
2. Match it to the camp muster weekly
Someone at camp keeps a separate morning muster. Once a week HR sets it beside the crew list and settles the differences with the foreman while memories are fresh.
3. Record transfers between stretches
When a person moves midweek, the foreman notes the date and the new stretch. Without it, project costing and allowances for the move cannot be traced.
4. Plan rest days and leave around project windows
Look at the next six weeks of shutdowns and deadlines, then roster rest days and leave early so they are not lost. Compensation benchmarking can inform allowance rules for hard stretches.
5. Close the month by project
At month end, collect hours by person and project, have the foremen confirm them and hand the record to whoever processes pay. Disputed entries are settled before pay day, not after.
Check these first
Before changing anything, find out what is true today. Use your own records for a defined period and note gaps in the evidence. The review may take longer if records are incomplete or spread across teams.
- Pick one crew and compare the daily lists with the camp muster for a full week.
- Ask a foreman how many times last month a worker was moved without a note.
- Count rest days owed to field staff at the end of the last project.
- Check how many days after month end the project hours were agreed.
GullyHR can do this with you. Read how we approach attendance, shift and leave process in general, or share your requirements and we will tell you where to start.
Questions owners ask
Yes, if it is one list, one message and one sender. A phone message with names, site and hours each evening is enough, provided alternates are named and the office reads it the same night.
Record them as owed and plan when they will be taken, ideally before the next project begins. Write the rule once so the same argument is not repeated on every stretch of line.
Ask the foreman to note the project against each person each day. A one line note is enough. Costing and allowances then use the same figure, and nobody has to reconstruct the month.
We set up the interview and hiring process for electrical infrastructure firms
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.