An apartment developer runs a sales floor and a construction site under one name. Sales executives chase bookings, site teams chase handover dates, and the HR question is how to keep both groups motivated, fairly paid and honest.
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Share your requirementsAn apartment developer sells flats in towers that are still being built. A project has a sales office with executives, a customer relations desk, a site team of engineers and supervisors, and a small corporate group for accounts, legal coordination and HR. Sales people work on incentives tied to bookings, with brokers in between. Site teams are tied to construction milestones. Both depend on launches and handover dates. The wider real estate developer types hub compares the different kinds of developer, and the construction and real estate sector page covers the shared ground.
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 apartment developers. 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.
Executives watch the incentive sheet more than the target, and disputes over who closed a booking take up management time.
A competing launch nearby can draw out a team lead and three executives within a month, with leads and relationships going along.
Channel partners and their support staff want quick commissions, and your own team is unsure where to draw the line on promises.
Sales promises a date or a finish that the site team has not agreed, and the customer relations desk takes the complaint.
Executives ferry buyers to site and travel to meet clients, and reimbursements arrive in bundles with little evidence.
As one tower finishes, engineers and supervisors wait for the next phase or leave, and the firm has no plan for their move.
Quality of service, documentation and customer handling do not count, so the loudest closers rise.
Start with the topics that matter most here: Performance Management; Recruitment and Talent Acquisition; Retention and Attrition Management. Then work through the rest. Each topic is written for construction and real estate, not in general.
Goals, reviews and ratings that hold up in a conversation.
Requisition to joining, the same way every time.
Who leaves, when, why, and which of them mattered.
How many people, in which roles, by when, and what they will cost.
Structure, reporting lines and who is allowed to decide what.
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.
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.
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 apartment developers business puts in place, in an order that makes each easier. Open any card for the detail.
A clear plan stating target, slab, who counts as closer, how team and broker bookings are credited and when payment falls due.
A clear plan stating target, slab, who counts as closer, how team and broker bookings are credited and when payment falls due. See performance and incentive design.
Who gets credit when a lead is passed on, shared or comes through a broker, with a short route to settle disputes.
Who gets credit when a lead is passed on, shared or comes through a broker, with a short route to settle disputes.
A set meeting where promised dates and finishes are checked against what the site can deliver, with a short note of agreement.
A set meeting where promised dates and finishes are checked against what the site can deliver, with a short note of agreement.
What may be claimed, with what proof and by when, for site visits, hospitality and travel.
What may be claimed, with what proof and by when, for site visits, hospitality and travel. The attendance and leave process can include field days.
A list of who moves to the next phase or project, with notice, so engineers are not left waiting or lost.
A list of who moves to the next phase or project, with notice, so engineers are not left waiting or lost.
Customer feedback, documentation quality and follow-up count alongside bookings, so the whole role is reviewed.
Customer feedback, documentation quality and follow-up count alongside bookings, so the whole role is reviewed.
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.
Incentive plans for sales that are clear, fair and not open to quarrel.
Hiring of sales executives, site engineers and customer relations staff against a defined profile.
Clear roles for sales, post-sales and site, so promises and duties do not overlap.
Attrition by team and incentive spend against bookings, so you see what the plan costs.
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.
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A practical design for an IT services appraisal cycle: when to run it, how to rate fairly across projects, and how to explain hikes so they hold.
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How a D2C founder can test a performance marketing hire on real work, ignore weak signals such as dashboard screenshots, and run a fair process.
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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 articleMore on the GullyHR blog.
Pay out promptly, give a view of the next launch and let them grow into team lead. People go when incentives arrive late or the pipeline looks empty.
That depends on how you work with channel partners and is a decision for your owners and advisers. HR can describe the roles clearly so nobody is confused about who they work for.
A weekly note of dates and finishes that sales may quote, signed by the project manager. It prevents promises the site cannot meet and keeps complaints down.
Give a clear rule, a short window to raise a dispute and a named person who decides. Keep a record. Most quarrels come from unclear credit, not bad faith.
Yes. Use milestones, quality, safety and team handling, not sales numbers. A common form for everyone leads to odd scores for engineers.
We would read your incentive sheet, count sales exits over the last year and ask how sales and site agree dates. A written credit rule with a revised incentive plan is a likely first job, with scope written for your approval.
All 7 business types in real estate developer types · Find another business type
See all HR topics for construction and real estate, 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.
