LPG and cooking gas distributors deliver filled cylinders to homes, hotels and small businesses. This is how to run delivery boys, godown staff and counter clerks around cylinder counts, safety checks and customers who call when gas runs out.
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Share your requirementsAn LPG or cooking gas distributor receives filled cylinders from a plant or depot, stores them in a godown, and delivers them to households, restaurants, hostels and small units on set routes. The team has a manager, counter clerks who take bookings and answer calls, a godown crew who unload, count and load, drivers, and delivery boys who carry cylinders up stairs. The work is heavy, repeated and hazardous: a leaking cylinder or a careless stack can cause real harm. Cylinders are valuable assets that must return, so empties and fulls must be counted exactly. Customers ring when the gas runs out and are in a hurry. Delivery boys deal with households daily, and complaints about behaviour, short supply or delay land on the agency. For the wider sector, read HR for professional services.
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 LPG and cooking gas distributors. 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.
Fulls out, empties in and cylinders left with customers all need matching, and a shortfall is blamed on whoever last touched it.
A leak test or a seal check takes seconds, and delivery boys skip it when forty stops are waiting.
Back and shoulder injuries are common, and workers hide them to keep their daily wage.
Counter staff take abuse over delays that depend on supply from the depot, not their own work.
Delivery boys may ask for extra money, and a few customers complain, while honest staff are tarred with the same brush.
Cylinders stacked wrongly or kept near heat or open drains threaten everyone around, yet new loaders learn by watching.
Early loading and late returns stretch hours, and tired drivers handle heavy loads and traffic.
Hotels and eateries take weeks to pay, and the agency squeezes wages timing to survive.
Start with the topics that matter most here: Health, Safety and Wellbeing; Policies, Compliance and Governance; Employee Administration. Then work through the rest. Each topic is written for professional services, not in general.
Induction, records, incident reporting and follow-through.
Policies a manager can apply, and obligations with owners and dates.
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.
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.
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 LPG and cooking gas distributors business puts in place, in an order that makes each easier. Open any card for the detail.
A fixed set of steps at the door: check the seal, check the valve, connect or hand over safely, collect empty, record.
A fixed set of steps at the door: check the seal, check the valve, connect or hand over safely, collect empty, record. Teach it through employee onboarding.
Fulls and empties counted at loading, at return and at the day close, signed by the driver and the godown supervisor.
Fulls and empties counted at loading, at return and at the day close, signed by the driver and the godown supervisor. Keep the counts in documentation.
Spread stops and floors across delivery boys, and avoid giving one person all the high-rise orders.
Spread stops and floors across delivery boys, and avoid giving one person all the high-rise orders. Set hours in attendance and shifts.
Written rules on how to stack, where to keep stock and what to do in a leak, with a monthly drill.
Written rules on how to stack, where to keep stock and what to do in a leak, with a monthly drill. See health, safety and wellbeing.
What delivery staff say and do, no extra charge unless the agency sets it, and how a complaint is taken.
What delivery staff say and do, no extra charge unless the agency sets it, and how a complaint is taken. Use HR policy packages.
What to tell a customer when stock is short, and a way to pass the news to the manager early.
What to tell a customer when stock is short, and a way to pass the news to the manager early.
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.
Leak response, stacking and lifting routines.
A short first-week routine for new delivery boys and loaders.
Cylinder counts and complaint logs kept in order.
Clear conduct and complaint rules for delivery staff.
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 professional services, and one on each of the topics this page points to.
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Count at every handover and sign for it. Without a record, the last person to touch a cylinder takes the blame.
Set a clear conduct rule, pay fairly and tell customers what the agency charges. Check complaints and talk to the staff concerned.
Use written stacking rules, a leak drill and a clear route out. Confirm legal safety requirements with a qualified professional.
Share stairs-heavy orders, give rest breaks and ask staff about pain early. Injured workers who hide pain get worse.
Give counter staff a short script and a route to the manager. Staff should not absorb abuse for supply gaps they cannot fix.
We would spend a day on the godown and one delivery route, then set up a delivery routine, count sheet and conduct note. We do not do legal advice or payroll filings, and scope is written down after we talk.
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