Office park developers build and often operate campuses of towers and shared amenities for corporate tenants. This is how to run development, leasing, project and facility teams across a long build and a longer operating life.
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Share your requirementsAn office park developer plans and builds a campus of several office buildings with shared roads, parking, food courts, power and water systems, and then often manages it. The firm has a development side with planners, project managers and site teams who work with contractors for years, and a leasing side with business development staff who negotiate with companies. Once tenants arrive, a facility team runs security, housekeeping, maintenance, parking and tenant services, often through contractors. Tenants are corporate houses with their own facility heads who raise issues quickly. Revenue arrives through rent and maintenance charges, so occupancy and service quality matter more than construction speed after handover. The same company needs builders in year one and service managers in year five. For the wider sector, read HR for construction and real estate.
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 office park developers. 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.
People who built the campus are asked to run it, and a project mindset does not suit daily service.
A leasing executive spends months on one corporate and earns nothing, then closes two in a quarter.
Security, housekeeping and maintenance are largely outsourced, and quality varies with the contractor's own people.
A facility head complains about air-conditioning or lift downtime and wants to talk to someone senior, not a helpdesk.
Power failures, water shortages and security incidents happen on weekends with a skeleton team.
Defects found after handover go back to a project team that has already moved to the next building.
Technicians walk long distances between buildings and are hard to find when a fault appears.
Accounts staff manage tenant arguments about charges without clear service records to point to.
Start with the topics that matter most here: HR Strategy and Workforce Planning; Compensation, Payroll and Benefits; HR Operations and Governance. Then work through the rest. Each topic is written for construction and real estate, not in general.
How many people, in which roles, by when — and what they will cost.
Salary structure, payroll inputs and a month that closes on time.
An HR function that runs the same way every month.
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.
Records, attendance, leave and the day-to-day HR that must simply work.
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.
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.
The pieces a office park developers business puts in place, in an order that makes each easier. Open any card for the detail.
Name who moves into facilities, who stays on projects and who is hired, with a handover period.
Name who moves into facilities, who stays on projects and who is hired, with a handover period. Include it in your recruitment process.
A base plus incentive that reflects long deal cycles, with clear rules for part-credit when staff change.
A base plus incentive that reflects long deal cycles, with clear rules for part-credit when staff change. See compensation benchmarking.
Written service standards, shift rosters and checks for security and housekeeping vendors, and a named supervisor in your team.
Written service standards, shift rosters and checks for security and housekeeping vendors, and a named supervisor in your team. Use attendance records to spot gaps.
A single number, a ticketing sheet and response targets, with escalation to a named manager.
A single number, a ticketing sheet and response targets, with escalation to a named manager.
A rota of on-call engineers and security leads for nights, weekends and festivals, with compensation agreed in advance.
A rota of on-call engineers and security leads for nights, weekends and festivals, with compensation agreed in advance.
Facility staff log recurring defects and the project team reviews them monthly during the warranty period.
Facility staff log recurring defects and the project team reviews them monthly during the warranty period. Document in HR records.
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.
Hiring facility and tenant-relations managers as the campus moves from build to operation.
Pay and incentives for leasing and operations roles that fit long cycles.
Rotas, on-call cover and contract staff attendance checked against reality.
Service targets for facility teams and response measures for tenants.
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 construction and real estate, and one on each of the topics this page points to.
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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
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Some can, but operations needs service skills and patience. Move willing people with training and hire specialists for the rest.
Use a base that covers living costs, an incentive paid at defined milestones and clear rules for shared credit.
Write standards into contracts, check rosters daily and review service data with the vendor. Confirm contract terms with a qualified professional.
A small on-call rota with engineers and a security lead, clear escalation and pay or time off agreed in advance.
Keep service logs and meter records so charges can be explained, and let one billing contact own each tenant.
We can help with a build-to-operate staffing plan, a leasing incentive structure, rosters and records. Legal questions go to a qualified professional.
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