A vaastu practice sells an expert's judgement on a home, shop or factory plan. Its people travel to sites, read drawings and write reports, and clients judge the whole firm by how consistent and respectful each visit feels.
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Share your requirementsA vaastu consulting practice reviews plans and built spaces, such as flats, villas, shops, offices and factories, and advises owners on layout and changes. The founder is usually the face and the voice, and clients often expect that one person to attend. As the practice grows, junior consultants take site visits and prepare drawings and written reports. Some work with architects and builders at the design stage; others visit finished premises. Work is shaped by travel, appointments across the city and weekend visits when owners are free. Advice is a matter of belief and judgement, so consistency between consultants matters a great deal. Clients may be anxious, and a careless remark can cause real distress. See HR for professional services.
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 vaastu consultants. 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 junior arrives for the visit and the client asks when the senior is coming, which makes the junior feel unwanted and slows the business.
The same plan reviewed by two people leads to different remedies. The client notices, and trust in the whole firm drops.
After a few years of site visits, a junior has the clients' trust and may start an independent practice nearby.
Owners are free on Sundays and festivals, so the team works unsocial days, often without a set rule on time off.
A coordinator packs several visits across the city, and people travel without clear rules on time, costs or safety.
Some are tidy and clear; others are rushed notes. A client who compares reports sees the difference.
Part-payments, cash at the door and verbal promises are common, and there is no single record of who owes what.
A casual comment about a bedroom or entrance worries the owner, and the complaint reaches the founder days later.
Start with the topics that matter most here: Learning and Development; Career and Succession Management; HR Operations and Governance. Then work through the rest. Each topic is written for professional services, not in general.
Training planned from need rather than from the calendar.
Named backups for the roles that cannot be vacant.
An HR function that runs the same way every month.
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.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
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.
The pieces a vaastu consultants business puts in place, in an order that makes each easier. Open any card for the detail.
A short, shared checklist of what is checked on a plan and on site, and how remedies are described, so two consultants reach similar advice.
A short, shared checklist of what is checked on a plan and on site, and how remedies are described, so two consultants reach similar advice. The HR documentation process shows how to keep it.
Shadow, then lead supervised visits, then work alone with report review.
Shadow, then lead supervised visits, then work alone with report review. The learning and development process can map the steps.
Dress, conduct, how to speak to families, what not to say on site and who to call afterwards.
Dress, conduct, how to speak to families, what not to say on site and who to call afterwards.
A visit calendar with realistic time between sites, and a simple way to give time back after Sundays.
A visit calendar with realistic time between sites, and a simple way to give time back after Sundays. The attendance and leave process helps.
One template, one review step by a senior and a short turnaround time stated to the client.
One template, one review step by a senior and a short turnaround time stated to the client.
Quote, advance, balance and receipts logged by one person.
Quote, advance, balance and receipts logged by one person. The payroll process can sit beside it for staff pay.
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 shared method, report template and conduct rules that make advice consistent across consultants.
A staged route from shadowing to leading visits, so juniors grow inside the practice.
Visit rosters, weekend cover and time back that people can plan around.
A clear first month for a new consultant before they meet clients alone.
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 professional services, and one on each of the topics this page points to.
Why associates and managers leave consulting, accounting, legal and advisory firms, and how to ask about progression, workload and partners at exit.
6 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
A two-hour exercise that names the roles you could not fill quickly, who could cover them, and what readiness would actually require.
7 min readRead article
Every growing company reaches a point where the founder approving everything stops being speed and starts being the bottleneck. Twelve signs it has happened, and what to fix first.
9 min readRead articleMore on the GullyHR blog.
Write a short method that says what is checked and how remedies are phrased, then have a senior review each junior's first reports. Differences shrink quickly when the method is written.
Introduce the team to clients early, have the founder name the consultant in advance and share a sample report. Clients accept juniors when they see the method behind them.
Not fully. You can give them a path, fair recognition and a good reason to stay, and use written terms on client data and conduct, reviewed with your own lawyer.
Through a short briefing and a visit with a senior. Cover dress, tone, what to avoid saying and how to hand over the report.
One named person, with a log of quote, advance and balance. Staff on site should not carry the only record.
We would ask how consistent two reports are, how a junior learns to lead a visit and how weekend work is shared. A useful first project is a written method with a junior path. Scope is written for you to accept or change.
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