A repair business takes in a faulty item, finds the fault and returns it working. Its name rests on bench technicians who diagnose well, counter staff who explain honestly and visit teams who reach homes on time.
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Share your requirementsA repair service business may fix phones, appliances, laptops, watches, two-wheelers or household equipment, in one shop or a few branches. A job begins at the counter or a phone booking, moves to a bench for diagnosis, waits for a spare part, gets repaired and is handed back after a test. Some work goes out as home visits. The owner depends on a handful of technicians whose skill is rarely written anywhere, and on counter staff who set the customer's expectation. Parts delays and repeat complaints are the daily irritants. The wider facility management hub shows what service businesses share.
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 repair service businesses. 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.
The best technician knows the tricky faults, and when that person is off or leaves, hard jobs queue up or come back as complaints.
Faults, parts and promised dates are scribbled afterwards, so disputes with customers cannot be settled from the paper.
Counter staff face the customer while stores and suppliers cause the wait, and morale at the counter suffers.
A job returns within days, yet no one reviews who did it or why, so the same slip repeats.
Pay by jobs closed pushes people to hurry, and callbacks arrive later on someone else's bench.
Behaviour in a customer's home is seen by nobody, and one rude visit can lose a whole neighbourhood.
Product knowledge arrives from brand sessions, while soft skills such as explaining a fault are left to chance.
Start with the topics that matter most here: Performance Management; Learning and Development; Employee Administration. Then work through the rest. Each topic is written for facility management, not in general.
Goals, reviews and ratings that hold up in a conversation.
Training planned from need rather than from the calendar.
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.
A first day that is the same for the fifth joiner as the first.
Salary structure, payroll inputs and a month that closes on time.
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 repair service businesses business puts in place, in an order that makes each easier. Open any card for the detail.
A ladder from trainee to senior with sample jobs at each rung, tied to pay.
A ladder from trainee to senior with sample jobs at each rung, tied to pay. See role design.
Fault, parts, promised date, technician and test result on one card, filled at each hand-over, never at day end.
Fault, parts, promised date, technician and test result on one card, filled at each hand-over, never at day end.
A short weekly look at returned jobs, who handled them and what was missed, held as learning and not blame.
A short weekly look at returned jobs, who handled them and what was missed, held as learning and not blame.
Jobs closed, callbacks avoided and customer feedback together, so speed alone does not win.
Jobs closed, callbacks avoided and customer feedback together, so speed alone does not win. Incentive design covers this.
Arrival calls, shoe covers, tidy-up, honest estimates and what to say when a part is missing, taught and checked.
Arrival calls, shoe covers, tidy-up, honest estimates and what to say when a part is missing, taught and checked.
Counter hours, bench cover and visit slots planned together.
Counter hours, bench cover and visit slots planned together. The attendance and leave process holds the rules.
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.
Clear roles for bench, counter and field work, so people know where their job ends and a hand-over begins.
Rosters that keep the bench, counter and visit slots covered through festival and exam-season peaks.
A route from trainee to senior technician that spreads rare skills beyond one person.
Incentives that count callbacks and customer feedback as well as jobs closed.
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 facility management, and one on each of the topics this page points to.
Housekeeping, technician and security staff at client sites leave for reasons head office rarely hears. How to ask, what to look for and how to act on it.
7 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
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
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.
Write down the faults they handle, pair them with a junior on tricky jobs and grade skills openly. Recognition and a clear next step keep people longer, and the notes reduce the damage if they go.
A pure per-job rate pushes speed and callbacks. A mix with repeat repair counts and customer feedback is fairer, and it should be explained to every technician before it starts.
The customer's complaint, the fault found, parts used, the promised date, the technician and the final test. Filling it at each hand-over matters more than the format.
Give them honest wording, a way to check parts status and a rule for when to call the customer first. They stop absorbing blame for something they do not control.
Teach a short visit routine, practise difficult conversations and ride along on first visits. Customer feedback after each visit shows who needs more help.
First we would ask your best technician what only they can fix, count jobs returned in the last month and look at how job cards are filled. A technician grade scale and a callback review are a natural start, and scope goes into writing for your sign-off.
All 6 business types in laundry & personal services · Find another business type
See all HR topics for facility management, or another industry.
Tell us your industry, team size and the issue you want to address. Bring one example of where work gets delayed or ownership is unclear, and the deadline or decision you are working towards.
