An industrial park developer assembles land, lays roads, power and drainage, and sells or leases plots and sheds to factories. A small core team carries long sales cycles, big-ticket buyers and a site that stays open for years.
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Share your requirementsAn industrial park developer buys or assembles land, plans plots and sheds, builds internal roads, drains, power lines and water supply, and then sells or leases to manufacturers and warehouse operators. The team is small compared with the money involved: a corporate office with finance, legal and HR, a land and liaison group, site engineers and supervisors, and a sales team that talks to factory owners for months before a plot is booked. Brokers and consultants bring a steady flow of enquiries. Buyers visit the site, ask about road width, power and neighbours, and want the same answer from everyone they meet. The wider construction and real estate hub and the real estate developer types hub cover what developers 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 industrial park 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.
A factory owner may visit three times before booking, so a sales executive can go a long stretch without a closing and start to look at other employers.
When a broker, an executive and a senior all touched one buyer, nobody agrees who earned what, and the quarrel outlasts the sale.
A promise about a road date or power connection made in the sales office is not what the site engineer expects to deliver.
Roads, drains and utilities are built in phases over years, so engineers feel stuck in one place with no clear step up.
The executive who knows the local offices and landowners holds the relationships in memory, and an exit leaves the project exposed.
Executives drive between the head office, the estate and prospects' factories, and claims are settled late or by negotiation.
Channel partners are handled by whoever knows them, so support staff chase paperwork and calls with no set routine.
Start with the topics that matter most here: Compensation, Payroll and Benefits; Performance Management; Organisation Design. Then work through the rest. Each topic is written for construction and real estate, not in general.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Structure, reporting lines and who is allowed to decide what.
How many people, in which roles, by when, and what they will cost.
Requisition to joining, the same way every time.
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.
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.
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 industrial park developers business puts in place, in an order that makes each easier. Open any card for the detail.
A short role note for land, site, sales, broker support and handover, showing who owns which buyer promise.
A short role note for land, site, sales, broker support and handover, showing who owns which buyer promise. See role design.
One written rule on who earns what when a broker, an executive and a manager all worked a buyer, agreed before the booking.
One written rule on who earns what when a broker, an executive and a manager all worked a buyer, agreed before the booking. Incentive design puts it on paper.
A single page of what the park offers, with dates owned by the site engineer, which sales executives use with every buyer.
A single page of what the park offers, with dates owned by the site engineer, which sales executives use with every buyer.
Steps from supervisor to engineer to phase in-charge, tied to the phases of the estate, so staying on one project still means moving up.
Steps from supervisor to engineer to phase in-charge, tied to the phases of the estate, so staying on one project still means moving up.
Contacts, file status and history for each approval kept in a shared record, with a second person introduced to each office.
Contacts, file status and history for each approval kept in a shared record, with a second person introduced to each office.
Eligible trips, allowances and claim dates written once, so nobody argues.
Eligible trips, allowances and claim dates written once, so nobody argues. The HR policies work covers the wording.
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.
Credit rules and incentives for plot sales that brokers and executives accept.
Clear roles for sales, site, liaison and handover, with one owner for each promise.
Sales executives, site engineers and liaison staff hired for the work, not just the title.
Travel, visit-day and claim rules written once and applied evenly.
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
Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
6 min readRead article
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.
7 min readRead article
A founder's guide to building job grades, titles and billing levels for a growing IT services firm, with a step-by-step method and a grade description outline.
6 min readRead articleMore on the GullyHR blog.
Pair a steady base with an incentive on bookings and a smaller part on stages such as site visits and proposals. A base that covers a dry spell keeps good people from leaving mid-cycle.
The person who delivers it. Let the site engineer own dates for roads and utilities, and let sales quote only what appears on the shared sheet. Buyers then hear one answer from every door.
Record contacts, file history and next steps in one place, and introduce a second person to each office. It protects the project and helps the liaison executive take leave.
Yes, by response time, paperwork completed and buyer visits arranged, rather than by bookings they do not control. Share the measures so brokers know what to expect from them.
Show the next step. Phase in-charge roles, recognition when a phase completes and a fair pay review give people a reason to stay, even though the estate is never finished.
We would sit with your sales head and site head, trace the last few bookings to see who claimed credit, and list every promise made to buyers. A written credit rule and a shared promise sheet are a natural first job, with scope set out for your sign-off.
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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.
