Restoration firms are called when water, fire or storm has hit a building. Here is how to run on-call crews, stressful sites and insurance-linked work.
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 restoration and damage repair company is called after a flood, a leak, a fire, a roof collapse or a storm. Crews dry out and clean affected rooms, remove damaged material, repair walls, flooring and electrical work, and rebuild what is lost. Calls arrive without warning, at night and in bad weather, and the customer is frightened and often dealing with an insurer or a landlord at the same time. Work sites can be unsafe: wet wiring, weakened structures, soot and mould. The firm needs a small group on standby, a larger group for the rebuild, and estimators who describe the damage clearly in writing. See also HR for construction and real estate. What marks this business is that the workload is set by events, not by a plan, so how people are called out, rested and protected matters more than the usual schedule.
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.
Responders are woken at night and sent into storm-hit areas, then expected back at work in the morning with no clear rest rule.
Crews meet wet wiring, unstable structures, smoke residue and mould, and not everyone has been shown what to wear or avoid.
Staff meet people on the worst day of their year and are rarely trained to listen, explain and set expectations.
Poor records of the damage and the work done lead to disputes with customers and insurers, and the estimator or technician takes the blame.
Weeks of little work are followed by a storm that needs three times the crew, and there is no ready pool to call.
Start with the topics that matter most here: Health, Safety and Wellbeing; Employee Administration; HR Strategy and Workforce Planning. Then work through the rest. Each topic is written for construction and real estate, not in general.
Induction, records, incident reporting and follow-through.
Records, attendance, leave and the day-to-day HR that must simply work.
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.
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 restoration and damage repair companies business puts in place, in an order that makes each easier. Open any card for the detail.
A rotation with a named first and second responder, a rest rule after a night call-out and a fair allowance.
What this coversHideA rotation with a named first and second responder, a rest rule after a night call-out and a fair allowance. See attendance and shift management.
A practical session on site hazards, protective equipment and when to stop and call someone, recorded against each person.
What this coversHideA practical session on site hazards, protective equipment and when to stop and call someone, recorded against each person. The health and safety routine covers it.
A short practice on what to say at the door, what to promise and what not to.
What this coversHideA short practice on what to say at the door, what to promise and what not to. Communication skills training can be tailored to it.
A simple checklist and photo routine for every job, so estimators and crews describe damage in the same way.
What this coversHideA simple checklist and photo routine for every job, so estimators and crews describe damage in the same way.
Former employees and trusted trades who can be called in after a major event, with agreed rates, so a storm does not find you short.
What this coversHideFormer employees and trusted trades who can be called in after a major event, with agreed rates, so a storm does not find you short. See workforce planning.
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.
On-call rosters, rest after night calls and allowances that are written down and followed.
Routines for hazardous sites and for the strain of constant emergencies on the crew.
Practice for staff who speak with distressed customers at the start of a job.
A plan for quiet months and surge weeks, so a major event does not catch you short.
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 laminated notice, an annual drill, and an incident register with three entries in two years. What workplace health and safety looks like when it is real.
7 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
Hiring decisions made one request at a time, in the month the pain is worst. What a workforce plan contains and why a twelve-month view changes what you hire.
7 min readRead articleMore on the GullyHR blog.
Agree an allowance for standby time and clear pay or time off for call-outs, write it down and apply it the same way to everyone. Silence on this is the usual cause of grumbling.
Set a rule, such as a later start or a half day off, that you can actually honour. Tired people make mistakes on dangerous sites.
Everyone who may attend a site, including estimators and managers. They enter the same damaged buildings and face the same hazards.
Let them speak about it with a supervisor, rotate the heaviest assignments and notice changes in attendance or mood. Small practices make a difference over time.
Keep a list of past crew and trusted trades with agreed terms before the event. Hiring cold in the middle of a storm brings in people you cannot judge.
We would ask who is called at night today, how they are paid for it and how much rest follows. Preparation of responders for wet electrics and unstable areas would be next, along with how a job file holds up in a dispute. A practical first step is an on-call roster with rest built in. After the call, scope is agreed with you in writing.
All 29 business types in construction and real estate · Find another business type
See all HR topics for construction and real estate, or another industry.
Identify payroll leaks, record gaps and hiring bottlenecks in a free first conversation, and leave knowing what to fix first.
Know what you need? Share your requirements in four short steps.
Want the full picture? See the paid HR Diagnostic.
Prefer a quick message? Chat on WhatsApp
