An office park manager looks after common areas, power, lifts, security, cleaning and parking for many tenants at once. The team is small and mostly on duty round the clock, and tenants judge the park by whoever they meet at the gate.
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Share your requirementsAn office park manager runs the shared parts of a business park or tech campus: the roads, lobbies, lifts, power backup, water, parking, security gates and the cleaning of common areas. Tenant companies pay maintenance charges and expect their staff to walk in each morning without a thought for any of it. The park manager's own team is small, often a general manager, a few engineers, helpdesk staff and shift supervisors, while most hands on site belong to security and housekeeping vendors. Everyone represents the park in front of tenants. The wider facility management hub covers what all facility 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.
Tenants call about a dead lift, a cold floor or a blocked bay. The person answering needs patience and a clear way to pass the job on, and many are young and underpaid.
A park never closes, but weekend and night shifts are staffed by one technician or one supervisor. One absence leaves a power or water fault without a trained person.
Guards and cleaners belong to other companies, yet tenants blame the park manager for their conduct. Standards are hard to set when you do not hire them.
Knowledge of a particular transformer, chiller or lift controller sits in one person's head and leaves with him.
A tenant moves in, holds an event or fits out a floor, and the team is stretched for weeks with no extra hands.
A small team has one manager and a few supervisors, so a capable technician or helpdesk executive sees no next rung and starts looking elsewhere.
Start with the topics that matter most here: Employee Administration; HR Operations and Governance; Career and Succession Management. Then work through the rest. Each topic is written for facility management, not in general.
Records, attendance, leave and the day-to-day HR that must simply work.
An HR function that runs the same way every month.
Named backups for the roles that cannot be vacant.
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.
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 managers business puts in place, in an order that makes each easier. Open any card for the detail.
A one-page list of what must be covered on each shift: power room, lift watch, gate, helpdesk.
What this coversHideA one-page list of what must be covered on each shift: power room, lift watch, gate, helpdesk. The attendance and leave process is then built around those posts.
How to greet, how to log a complaint, what to say when the answer is no.
What this coversHideHow to greet, how to log a complaint, what to say when the answer is no. Taught to your staff and shared with vendor supervisors.
A short written guide for each major system: where the switches are, past faults and who to call.
What this coversHideA short written guide for each major system: where the switches are, past faults and who to call. Technicians add to it, and new joiners learn from it.
A shared calendar that shows fit-outs, events and audits so extra cover and leave are decided early.
What this coversHideA shared calendar that shows fit-outs, events and audits so extra cover and leave are decided early.
From helpdesk executive to shift lead to assistant manager, and from technician to senior technician, with pay steps.
What this coversHideFrom helpdesk executive to shift lead to assistant manager, and from technician to senior technician, with pay steps. See role design.
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.
Shift patterns for gates, power and helpdesk, with relief planned before someone is absent.
Clear roles for park staff and a small ladder so good people see a next step.
A way to hire technicians and helpdesk executives who suit round the clock work.
Fair measures for a team judged by tenants, such as response and follow-up.
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
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
Every growing company reaches a point where the founder approving everything stops being speed and starts being the bottleneck. Twelve signs it has happened, and what to fix first.
9 min readRead article
A two-hour exercise that names the roles you could not fill quickly, who could cover them, and what readiness would actually require.
7 min readRead articleMore on the GullyHR blog.
It depends on size, the number of systems and what vendors cover. List the posts that must be covered each shift first, then add relief for weekly offs and leave. Headcount follows from that list.
They are employed by the vendors, but you can set conduct and briefing standards in the contract and brief their supervisors. Keep your own rules short and write them down.
Share calls across a small group, rotate the late shift, give a clear way to hand over difficult tenants and review the team's pay and path. Tired people become curt with tenants.
The power and water layout, the emergency steps, the plant notebook and who to call. A walk with a senior person on his first week matters more than a manual.
Partly. Plan fit-outs and events in advance, borrow trained vendor staff for short spells and use leave planning to avoid clashes. Constant peaks may show you need one more permanent post.
We would ask which posts are left thin on nights and weekends, how complaints reach the right person, and what a technician learns in his first month. A shift post list with a small career ladder is a natural first job, with scope written for your approval.
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