A property marketing agency lives on launches, leads and site visits, with callers, creatives and channel partners working to a developer's calendar. This is how to run people when targets shift every campaign.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsA real estate marketing agency is hired by developers to fill a project's visits and bookings. Staff include telecallers working lead lists, digital marketers running campaigns, designers and video editors, site sales executives at the sales gallery, and relationship managers who close with buyers. Work peaks around a launch and then thins out. Pay mixes a fixed amount with incentives tied to visits or bookings, so disputes over credit are common. Lead data belongs to the developer, so handling it matters. Teams are young and move quickly between agencies. For the wider sector, read HR for construction and real estate.
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 real estate marketing agencies. 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.
Everyone works Sundays and late evenings for the opening, then the project goes quiet and people feel used.
A buyer was called by a telecaller, visited through a channel partner and closed by a manager, and three people claim the booking.
A departing caller takes a developer's customer list to the next agency with no exit check or reminder.
Targets are high, calls are repetitive and new callers are trained in a rush, so many leave within a few months.
Designers redo work because the developer changed the brief, and nobody records whose change it was.
Sales gallery executives cover weekends and festival days with no fixed rota or compensatory rest.
Under target pressure a salesperson says something the developer never approved, and the agency answers for it.
A developer's trust sits with one person, and when she moves, the contract is at risk.
Start with the topics that matter most here: Compensation, Payroll and Benefits; Retention and Attrition Management; Policies, Compliance and Governance. 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.
Who leaves, when, why — and which of them mattered.
Policies a manager can apply, and obligations with owners and dates.
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.
Records, attendance, leave and the day-to-day HR that must simply work.
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.
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 real estate marketing agencies business puts in place, in an order that makes each easier. Open any card for the detail.
Who earns what on a visit, a booking and a cancellation, with a rule for shared credit, signed before the launch.
Who earns what on a visit, a booking and a cancellation, with a rule for shared credit, signed before the launch. Match it to your pay and incentive steps.
A published roster for weekends and launch days, with rest days after peaks.
A published roster for weekends and launch days, with rest days after peaks. See attendance and shift steps.
Access by role, a log of exports and a signed undertaking on developer data at joining and at exit.
Access by role, a log of exports and a signed undertaking on developer data at joining and at exit. Keep it in your HR documents.
A script, a call-review routine and a buddy for the first fortnight, so new callers get better rather than quit.
A script, a call-review routine and a buddy for the first fortnight, so new callers get better rather than quit. Use a simple onboarding plan.
A one-page approved-claims sheet from the developer, updated at each phase, and a rule that anything else is referred.
A one-page approved-claims sheet from the developer, updated at each phase, and a rule that anything else is referred.
Introduce a second person to each developer and record project history, so an account does not walk out of the door.
Introduce a second person to each developer and record project history, so an account does not walk out of the door. Review through a retention check.
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.
Clear incentive rules and timely payment so credit disputes shrink.
A fair roster for gallery staff and launch weeks, with rest after peaks.
A faster, structured start for callers and gallery executives.
A checklist that returns lead data and developer materials when people leave.
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
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 article
How an India head can sort a global parent's HR policies into apply, adapt or replace, write an India addendum with advisers, and keep headquarters on side.
7 min readRead articleMore on the GullyHR blog.
Write the sharing rule before the launch, record who touched each lead and apply it the same way every time. Disputes grow when the rule is made after the booking.
Limit who can export, log downloads, brief staff on the rule and run an exit checklist. Confirm the legal weight of any undertaking with a qualified professional.
Often because targets are high, training is thin and incentives are unclear. A week of proper training and a clear incentive sheet help more than a bigger target.
Plan the roster in advance, record hours and give rest after the peak. Confirm overtime rules with a qualified professional.
Keep an approved-claims sheet, brief the team at each phase and treat overpromising as a conduct matter with a recorded process.
Introduce a second contact early, keep project history in shared files and hold regular joint reviews with the developer.
All 109 business types in construction and real estate · Find another business type
See all HR topics for construction and real estate, or another industry.
Tell us what is slowing your team down. We’ll help you find a practical way forward, starting with a conversation.
