A plotted developer sells land, not buildings. Sales executives spend their days on site visits and in the field with buyers and brokers, while a small office and a few layout staff hold the paperwork and the ground together.
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Share your requirementsA plotted developer buys land, lays out roads, drains and plots, and sells the plots to buyers. The team is mostly on the road. Sales executives take buyers to see layouts, brokers bring leads, and site supervisors watch the ground, the fencing and the development work. A small office handles booking forms, payment follow-up and customer calls. Because there is no building to show, trust in the people matters even more. Related ground is covered in the real estate developer types hub and the construction and real estate sector page.
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.
Executives leave in the morning with buyers and return late, and the office cannot easily tell who was where or whom they met.
Fuel, tolls, meals and hired vehicles are claimed in bundles, and honest executives are treated the same as careless ones.
Executives hold on to leads and brokers' numbers, and when one leaves the pipeline goes with him.
A supervisor may be the only person on a distant layout for days, with no one to check boundary stones, fencing or encroachment.
One or two coordinators carry booking forms, receipts and calls, and any absence stops the paperwork.
Plot buyers visit when they are free, so field staff work weekends, and time off is traded without a clear rule.
Start with the topics that matter most here: Policies, Compliance and Governance; Employee Administration; Performance Management. Then work through the rest. Each topic is written for construction and real estate, not in general.
Policies a manager can apply, and obligations with owners and dates.
Records, attendance, leave and the day-to-day HR that must simply work.
Goals, reviews and ratings that hold up in a conversation.
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.
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.
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.
An HR function that runs the same way every month.
The pieces a plotted developers business puts in place, in an order that makes each easier. Open any card for the detail.
A one-page log of site visits, vehicles and expenses, signed by the team leader each evening.
What this coversHideA one-page log of site visits, vehicles and expenses, signed by the team leader each evening. The attendance process can include field days.
All leads, visits and broker contacts go into a common record, with a rule on who follows up and for how long.
What this coversHideAll leads, visits and broker contacts go into a common record, with a rule on who follows up and for how long.
A fixed schedule of check-ins and a short report with photographs from remote layouts.
What this coversHideA fixed schedule of check-ins and a short report with photographs from remote layouts.
Each coordinator can do another's task, with written steps for booking forms and receipts.
What this coversHideEach coordinator can do another's task, with written steps for booking forms and receipts.
Alternating weekends and a stated way to take compensatory leave, so field staff do not feel they are always on call.
What this coversHideAlternating weekends and a stated way to take compensatory leave, so field staff do not feel they are always on call.
What may be said to a buyer about approvals, roads and possession, written by the owner with advice from a qualified professional.
What this coversHideWhat may be said to a buyer about approvals, roads and possession, written by the owner with advice from a qualified professional.
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.
Field-day attendance, weekend rotas and time-off rules for a team that is rarely in the office.
A review cycle that covers field sales, supervisors and the back office, with simple measures.
A short code on claims, leads and what sales may say to buyers.
Training for executives and callers on talking to buyers, brokers and anxious land owners.
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.
Site engineers, supervisors, crews and sales teams leave for different reasons. How to ask what shaped their decision and act on it between projects.
8 min readRead article
A practical contents list for an employee handbook in a growing Indian business: what to cover, what to leave to policies, and how to keep it usable and current.
5 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
Measures that show how reactor, console, lab and gantry staff are really doing, the ones that mislead or bury near misses, and a monthly sheet an in-charge can run in twenty minutes.
7 min readRead articleMore on the GullyHR blog.
Use a daily log signed by the team leader, with a fixed rule per kind of expense. Honest people welcome clarity, and a log lets you see patterns, not suspect individuals.
A common lead record and a rule that follow-up is by the team, not the person, reduce the damage. Agree the rule at joining and sign it, with advice from a qualified professional.
Give them a routine, a photograph report and a named person who calls them. Isolation, not laziness, causes most problems on distant sites.
A small firm may use part-time help. Start with a clear policy set, a lead record and a claims log, and add support as the team grows.
Agree a rota in advance, track weekends worked and offer time off in lieu on a set pattern. Staff accept weekend duty more easily when it is shared and visible.
We would read a week of your field logs, see how leads are recorded and ask supervisors how often they speak to the office. A common lead book with a claims log is a natural first job, and the scope is written for your approval.
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