A residential maintenance company keeps apartment communities and gated layouts running with plumbers, electricians, gardeners, sweepers and security. Residents see the staff daily, and committees change contractors when they lose patience.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsA residential maintenance company serves apartment associations, villa layouts and gated townships. Its people sit inside the community: a plumber and electrician on call, a supervisor in the office, sweepers and gardeners on fixed rounds, and guards from another vendor at the gate. The client is a managing committee of volunteers whose members change every year, and a contract can be lost after one long dispute at a general body meeting. Residents know staff by face and name, so manners count as much as skills. 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.
GullyHR runs talent acquisition for permanent roles in residential maintenance companies. 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.
New office bearers come with new demands, and staff are asked to follow three different instructions in a year. The company has to hold its own standard.
A plumber is asked by three flats to do three jobs at once. Without a way to log requests, priorities are set by whoever shouts loudest.
Plumbers and electricians are hired on a friend's recommendation, with no check of skill, then left alone at a site for months.
Transfers to fill a gap upset people who built local ties, and the new society hears that the old team was better.
Garbage, water pumps and lights matter most at dawn and on festival days, when attendance dips and complaints rise.
A site with a slow-paying committee tempts the company to delay staff wages, and the best people leave first.
Start with the topics that matter most here: Retention and Attrition Management; Onboarding and Probation; Employee Administration. Then work through the rest. Each topic is written for facility management, not in general.
Who leaves, when, why, and which of them mattered.
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.
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.
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.
Policies a manager can apply, and obligations with owners and dates.
Induction, records, incident reporting and follow-through.
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 residential maintenance companies business puts in place, in an order that makes each easier. Open any card for the detail.
A call, app message or written slip is logged with the flat, the task and the person assigned.
A call, app message or written slip is logged with the flat, the task and the person assigned. Staff work from the list, and the manager can show the committee what was done.
A short practical for plumbers and electricians in front of a senior, with a note of what they can do alone and what they need help with.
A short practical for plumbers and electricians in front of a senior, with a note of what they can do alone and what they need help with.
Pump timings, rules of the community, contact numbers and the committee's standing requests, so any new or visiting staff member can start well.
Pump timings, rules of the community, contact numbers and the committee's standing requests, so any new or visiting staff member can start well.
A few trained people who know several sites and can cover leave, sickness and festival peaks.
A few trained people who know several sites and can cover leave, sickness and festival peaks. See the attendance and leave process.
Reasons, notice and a handover talk written once, so a move feels planned rather than punishing.
Reasons, notice and a handover talk written once, so a move feels planned rather than punishing.
Fifteen minutes for the society manager to hear complaints and thanks from the team.
Fifteen minutes for the society manager to hear complaints and thanks from the team.
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.
A site handbook and a first-week plan so joiners start well in a community they do not know.
Trade practice and resident manners taught on the job, with a record of who can do what.
A look at why plumbers and gardeners leave, and which sites and committees drive it.
Simple records for each person and site, ready when a committee asks for them.
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
What really keeps mobile app and web developers in a small firm: stay conversations, growth paths, fair release rules and a risk sheet an owner can use this month.
6 min readRead article
A first-week plan for bringing in an outside specialist: what access to give, how to protect client data, and the confidentiality steps to settle on day one.
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 articleMore on the GullyHR blog.
Agree a single channel for requests in the contract, such as a ticket sheet or society manager. Politely redirect direct orders to it, and show monthly lists of completed work so the committee sees the benefit.
Yes. A short practical in front of a senior shows what they can do alone. It protects residents, spares the person embarrassment later and tells you what training to plan.
Do not make staff wait for the committee. Decide how wages will be met, raise the payment issue with the committee separately and put the cost of delay on record. Late wages drive out the best people first.
Calm, orderly and respected by both staff and residents. Look for someone who keeps lists, answers calls and can say no politely. Train them in running meetings with the committee.
Plan with a reliever pool, shift rosters set earlier and extra hands for garbage, lights and pumps. Tell staff the plan in advance so they can arrange their own festival leave.
We would ask which sites lose most staff, how requests from residents reach the plumber, and how trades are tested at joining. A request log with a site handbook for your largest community is a good first job, and scope is written for your approval.
All 6 business types in property & facility management · 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.
