A modular wardrobe maker builds sliding and hinged wardrobes in a factory and fits them in bedrooms. Size, finish and smooth running decide complaints. This page covers factory staff, fitters and the handoffs between them.
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Share your requirementsA modular wardrobe manufacturer designs and builds wardrobes with sliding or hinged doors, loft cabinets and internal fittings for homes, builders and interior firms. A typical business has sales and design staff, a factory with panel saws, edge banding, drilling and finishing, a hardware store for runners, hinges, channels and mirror or glass panels, a dispatch section and fitters who install on site. A sliding wardrobe fails visibly: a door that scrapes, a gap at the top or a drawer that sticks. Mistakes in measure or panel size show at handover. Some orders come through dealers and builders, others directly from households. The HR task is to keep factory and site teams accurate, pay fitters fairly and handle complaints without blame games. For the wider sector, see 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 modular wardrobe manufacturers. 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.
If the opening is measured wrongly or the floor is uneven, doors rub. The fitter takes the blame for what began at measurement.
A fitter and a helper spend a day in a bedroom with little supervision. Quality and conduct depend on their own habit.
Handling, stacking and carrying panels injure hands and cost money. Training and proper carrying gear are patchy.
Orders from dealers lack site measures or finish notes. The factory guesses and fitters find out on the day.
Paid per wardrobe, fitters speed through and skip final adjustment. Customers call back for loose doors.
A missing runner or channel leaves a fitter waiting or going back. Idle time is argued as whose fault.
Panel cutting and edge banding create dust and noise. Extraction and ear protection are often missing.
Customer says the door is crooked, fitter says the wall is uneven. Nothing was noted at the time.
Start with the topics that matter most here: Employee Administration; Learning and Development; Performance Management. Then work through the rest. Each topic is written for manufacturing, not in general.
Records, attendance, leave and the day-to-day HR that must simply work.
Training planned from need rather than from the calendar.
Goals, reviews and ratings that hold up in a conversation.
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 modular wardrobe manufacturers business puts in place, in an order that makes each easier. Open any card for the detail.
Opening size, floor level, wall plumb and photos, signed by the surveyor before the cut list.
Opening size, floor level, wall plumb and photos, signed by the surveyor before the cut list. The HR documentation process shows how.
A short practical module on levelling, alignment and final checks, with sign-offs.
A short practical module on levelling, alignment and final checks, with sign-offs. See learning and development.
A piece rate plus a bonus for no call-backs within a set period, written and explained.
A piece rate plus a bonus for no call-backs within a set period, written and explained.
Carrying method, stacking racks, gloves and a named person for each lift.
Carrying method, stacking racks, gloves and a named person for each lift. See workplace health, safety and wellbeing.
A loading checklist ticked by the store clerk and the team leader.
A loading checklist ticked by the store clerk and the team leader.
Customer remarks, pending items and wall or floor conditions noted at the end of each job.
Customer remarks, pending items and wall or floor conditions noted at the end of each job.
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.
Fitter and surveyor training with sign-offs on measure and adjustment.
Measure forms, loading checklists and handover notes kept in order.
Panel shop and glass handling routines.
Performance reviews that count finish and call-backs.
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 often struggles 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
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 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 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 articleMore on the GullyHR blog.
Capture proper site measures, train fitters on final adjustment and note wall and floor conditions at handover.
Use a piece rate with a quality element, pay on a fixed day and keep records. Confirm wage and contract labour duties with a qualified professional.
Pay promptly, plan jobs well, give a path to site supervisor and recognise clean finish.
Insist on a standard order form with site measure and finish detail before accepting the order.
Use the signed handover note, respond quickly with a named person and fix the cause.
We would start with measures and fitters: how openings are recorded, how fitters are paid and how call-backs are traced. A modest first task is a measure form and a handover note. Scope is then confirmed in writing before anything begins.
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