A rainwater harvesting company surveys roofs and plots, builds recharge pits and storage and must finish before the rains arrive. Surveyors, mason crews and supervisors work in tight seasonal windows on other people's property.
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Share your requirementsA rainwater harvesting company surveys roofs, terraces and open plots, designs collection and recharge systems and builds filters, pits, recharge wells and storage tanks for homes, apartments, schools and factories. A design and sales team does site surveys, supervisors plan the work, and mason, plumber and labour crews dig, lay pipes and finish the structures. Demand rises before the rains, and builders, housing societies and rule-driven approvals all push for completion by a date. Work happens at customers' homes, in lanes and compounds, so tidy sites and polite crews matter. Digging and working at heights carry risk, and rain delays reshuffle the whole schedule. The wider HR for energy, utilities and environment page covers what water and environment 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 rainwater harvesting 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.
Orders cluster in a few weeks, and supervisors juggle many sites with a fixed crew.
A survey promised a pit location that the crew finds blocked by pipes or rock, and the customer sees only a delay.
Deep pits, loose soil, terraces and ladders are handled by crews trained mostly by watching.
Masons and labour teams come through a mate, with unclear terms and unclear responsibility for damage.
A broken tile, a cut cable or a muddy lane becomes a complaint, and the crew leader is not always there.
Idle days are paid or not paid without a rule, and workers leave for other sites.
Cleaning filters and checking pits before the next monsoon is promised but not scheduled.
Quoting a recharge rate or finish without visiting the site leads to disputes at handover.
Start with the topics that matter most here: HR Strategy and Workforce Planning; Health, Safety and Wellbeing; Employee Administration. Then work through the rest. Each topic is written for energy and utilities, not in general.
How many people, in which roles, by when — and what they will cost.
Induction, records, incident reporting and follow-through.
Records, attendance, leave and the day-to-day HR that must simply work.
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.
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 rainwater harvesting companies business puts in place, in an order that makes each easier. Open any card for the detail.
Count crews, supervisors and sites, then schedule orders against real capacity, saying no or later when needed.
Count crews, supervisors and sites, then schedule orders against real capacity, saying no or later when needed. The recruitment process helps build a seasonal pool.
A checklist for utilities, soil, access and photos, signed by the surveyor and read by the supervisor before work.
A checklist for utilities, soil, access and photos, signed by the surveyor and read by the supervisor before work.
Shoring, ladders, handling and signals shown at the start of each job, with a record under the health and safety work.
Shoring, ladders, handling and signals shown at the start of each job, with a record under the health and safety work.
A short written sheet on rates, breakages, idle days and weather, held in the HR documentation process.
A short written sheet on rates, breakages, idle days and weather, held in the HR documentation process.
Covering floors, cleaning up daily and a customer sign-off, so the crew leaves each site clean.
Covering floors, cleaning up daily and a customer sign-off, so the crew leaves each site clean.
Service dates are booked at handover and tracked so filters and pits are checked before the next rains.
Service dates are booked at handover and tracked so filters and pits are checked before the next rains.
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.
A seasonal pool of masons, plumbers and supervisors who can be called before the rains.
Pit, ladder and height routines with simple records.
Written crew terms and survey sheets that reduce disputes.
Short on-site training for helpers who want to become masons or fitters.
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.
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How a D2C founder can decide which digital marketing work to hire for, which to buy from an agency, and which to split, with a worksheet and a five step plan.
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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.
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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.
Count crews and sites, set a last-order date and give customers a realistic schedule. Say no to jobs you cannot finish.
Decide in advance whether idle days are paid, partly paid or carried forward, and write it into the terms.
Use a site-care routine, a customer sign-off and a supervisor visit at handover.
Pit safety, ladder use, site manners and tool care. A day with an experienced hand is worth more than a talk.
Plan off-season work such as maintenance and renovation, or share crews with partner firms. Pay on time.
We would ask how orders compare with crew capacity, how surveys reach the site and what happens on rain days. A good opening project is a capacity plan plus a survey sheet. Scope is written for you to accept or change.
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