A Tally and accounting institute teaches bookkeeping, accounting software and tax basics to commerce students and working clerks. It relies on faculty who know both practice and teaching, a computer lab, and counsellors who sell with job promises.
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Share your requirementsA Tally and accounting institute teaches bookkeeping, accounting software, GST basics and office accounts to commerce students, job seekers and working clerks. Batches run in the morning, afternoon and evening, with weekends for working adults. Faculty are usually practising accountants, chartered accountant articles, or former office accountants who teach part-time. The lab holds computers with the software, and a lab person keeps installs and company data running. Students learn by entering vouchers into practice company files, and the quality of those files matters. Counsellors enrol walk-ins and promise jobs with local firms. The syllabus must follow software and rule changes, and a stale lesson means a student who fails at the first job. Many staff are young graduates paid modestly. For the wider sector view, read HR for education.
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 tally and accounting institutes. 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.
An accountant who teaches in the evening is tired and pulled by client deadlines. In the month-end or return season, classes are cancelled.
New versions and changes in tax practice appear each year. Faculty teach what they used last, and students arrive at their first job unprepared.
Sample company data is copied across batches until errors pile up. Students enter vouchers into messy files and do not see correct books.
Promised local placements do not always come. The disappointed student blames the counsellor and the institute.
Installations, licences, backups and student data rest with one assistant. A crashed machine wastes a class and nobody knows how to restore.
Clerks who attend after work miss classes during closing weeks. Faculty must repeat topics, and batch pace becomes uneven.
Each teacher has his own examples and exercises. A change of faculty means new notes and uneven coverage.
Admissions climb after results and before financial year-end, then slow. Staff worry about hours and good faculty drift to firms.
Start with the topics that matter most here: Learning and Development; Employee Administration; HR Technology and Automation. Then work through the rest. Each topic is written for education, not in general.
Training planned from need rather than from the calendar.
Records, attendance, leave and the day-to-day HR that must simply work.
Records that survive people, and approvals that do not queue.
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.
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.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a tally and accounting institutes business puts in place, in an order that makes each easier. Open any card for the detail.
A named faculty member checks the course against current software and practice, and records changes.
A named faculty member checks the course against current software and practice, and records changes. The learning and development process can shape it.
Specify notice, a backup and a make-up class if a deadline clashes.
Specify notice, a backup and a make-up class if a deadline clashes. See HR documentation.
Maintain a verified master company file for each exercise and reset the lab copy for each batch.
Maintain a verified master company file for each exercise and reset the lab copy for each batch.
An approved description of what the institute does for jobs, such as interview practice and employer contacts, without guarantees.
An approved description of what the institute does for jobs, such as interview practice and employer contacts, without guarantees.
A checklist for installs, licences and daily backups, and a second person who can follow it.
A checklist for installs, licences and daily backups, and a second person who can follow it.
Faculty file their material in one place with an owner and date.
Faculty file their material in one place with an owner and date. See employee information management.
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.
A syllabus review and shared notes routine that keeps courses current.
Written terms with part-time faculty, including notice and make-up classes.
A single store for notes, lab files and records, with access controlled.
A clearer way to find and assess faculty who can teach and not only do.
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 education, and one on each of the topics this page points to.
Faculty, administrative and support staff leave for different reasons. How to ask what shaped their decision and act on it within the academic calendar.
7 min readRead article
A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
6 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
A simple timesheet routine for IT services teams: a short form, daily entry, light approval and a month-end lock that finance can bill from.
6 min readRead articleMore on the GullyHR blog.
Give one faculty member the job each term, compare the course against the software and common office practice, and record what changed. Short reviews are better than none.
Plan for it. Agree notice and a backup, schedule make-up classes and consider lighter loads in known busy weeks.
Explain what the institute offers, such as interview practice and contacts, and avoid promising a job. Review the wording at each intake.
Ask for a short demo, watch how he explains a simple voucher and handles a slow learner. Practice skill does not guarantee teaching skill.
Name a lab owner and a deputy, keep a backup routine, limit who can install software and keep a log of faults.
We would look at how part-time faculty are engaged, how the syllabus is kept current and what counsellors say about jobs. A sensible first job is a faculty engagement note and a term review routine. Wider work is scoped after we speak and agreed in writing before it starts.
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