A quarry equipment supplier sells crushers, screens, drills and loaders and keeps them running with spares and service. Field engineers travel to remote quarries, and a machine stopped in the pit is a customer losing money every hour.
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Share your requirementsA quarry equipment supplier sells and services crushers, vibrating screens, conveyors, drilling rigs, loaders and their wear parts for stone quarries, sand units and mines. A small team of sales engineers meets quarry owners, a workshop and spare-parts counter keep stock and fitters and service engineers travel to remote quarries for installation, repairs and shutdown work. A machine that stops in the pit means trucks queue and the owner loses money every hour, so calls are urgent and travel is long. Orders come after site visits, trade fairs and referrals, and wear parts are the steady income. Engineers work in dust, noise and heat, and good ones are scarce. The wider HR for energy, utilities and environment page covers what these 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 quarry equipment suppliers. 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.
The call comes at night or on a Sunday, and the engineer must leave at once for a site hours away.
Weeks in small towns without clear stay rules or timely claims wear down morale, and families notice.
A counter person who knows which wear part fits which model is hard to replace, and a wrong part sent to a remote site costs days.
Engineers work near moving machines, hot parts and blasting areas under conditions they do not control.
Sales promises quick installation, service finds the site not ready, and the customer blames both.
Brand launches bring new controls and hydraulics, and not every engineer is trained at the same time.
Sales staff push orders on loose terms and collections lag, which hurts pay cycles and relations.
Quarries and rival dealers hire trained fitters directly, and the supplier loses the people it trained.
Start with the topics that matter most here: Learning and Development; Employee Administration; Health, Safety and Wellbeing. Then work through the rest. Each topic is written for energy and utilities, not in general.
Training planned from need rather than from the calendar.
Records, attendance, leave and the day-to-day HR that must simply work.
Induction, records, incident reporting and follow-through.
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.
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.
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 quarry equipment suppliers business puts in place, in an order that makes each easier. Open any card for the detail.
A written rota for night and weekend calls, with rest or compensation afterwards.
A written rota for night and weekend calls, with rest or compensation afterwards. The attendance and shift process provides the format.
Eligibility, lodging, daily allowance and claim window in plain terms, supported by compensation benchmarking.
Eligibility, lodging, daily allowance and claim window in plain terms, supported by compensation benchmarking.
A model-to-part list kept by the counter team and checked by a second person, with training in the learning and development process.
A model-to-part list kept by the counter team and checked by a second person, with training in the learning and development process.
Engineers receive a short briefing and a checklist before each site visit, and a record is kept.
Engineers receive a short briefing and a checklist before each site visit, and a record is kept. See the health and safety work.
Sales and service agree what the customer must prepare, such as foundation, power and crane, before an engineer is sent.
Sales and service agree what the customer must prepare, such as foundation, power and crane, before an engineer is sent.
Steps from helper to fitter to senior engineer with skills attached, so trained people have a reason to stay.
Steps from helper to fitter to senior engineer with skills attached, so trained people have a reason to stay.
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.
Sign-offs for models and parts so fewer jobs wait on one person.
On-call rotas that share night work and give rest.
Pre-visit briefings and records for engineers working near heavy machines.
Clear travel, stay and incentive rules for field 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 energy and utilities, and one on each of the topics this page points to.
Engineers, technicians and operators leave energy and utilities firms for reasons that differ by project and plant. How to listen, ask better questions and act.
6 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
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 shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
7 min readRead articleMore on the GullyHR blog.
Use a published rota with backups and give rest or compensation after a call-out. Count the calls and review the pattern each quarter.
Who qualifies, lodging and daily limits, advance and claim timing. Keep it short and give examples. Confirm structure with a qualified professional.
Keep a model-to-part sheet, ask for the machine number on every order and have a second person check before dispatch.
Offer a ladder, steady pay, training and respect. Quarries often hire for the same reasons that people leave: pay, status and stability.
Use a site readiness checklist at order time and share delivery dates. Joint targets on smooth commissioning also help.
We would ask how many night calls came last quarter, how parts are matched to models and how long travel claims take. A good opening project is an on-call rota plus a travel rule. Scope is written for you to accept or change.
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