A warehouse developer builds and leases large storage and logistics space, with a small head office and teams for land, construction and park operations. This is how to run people when tenants expect a warehouse that works from day one.
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Share your requirementsA warehouse developer acquires land, builds warehouses and logistics parks, and leases them to e-commerce, third-party logistics and manufacturing tenants. The company has a small core of land acquisition, design and project managers, leasing managers and finance staff. During construction, contractors and sub-contractors carry the labour. Once complete, a park operations team handles security, gates, roads, power, drainage, fire systems, housekeeping and tenant services. Tenants run shifts around the clock, so the park never sleeps. Delays in construction postpone rent, and leasing teams chase deals on tight timelines. A small head office stretches across many sites. Staff turnover in security and facility roles is high. 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 warehouse 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 handful of managers handle several land parcels, build sites and parks, and none has a deputy.
A missed handover means missed rent, and leasing blames projects while projects blame approvals.
Guards at gates and perimeters work long shifts, and tenant trucks arrive at all hours.
A technician handles power, drainage, fire pumps and roads, with training that depends on who is around.
Each tenant has its own safety and access norms, and park staff must follow all of them.
Security and housekeeping vendors rotate people, and park knowledge leaves with them.
Project engineers see no role in operations and leave after the park opens.
Poor drainage affects tenants' stock, and a technician's late call becomes a claim.
Start with the topics that matter most here: HR Strategy and Workforce Planning; Organisation Design; Retention and Attrition Management. Then work through the rest. Each topic is written for construction and real estate, not in general.
How many people, in which roles, by when — and what they will cost.
Structure, reporting lines and who is allowed to decide what.
Who leaves, when, why — and which of them mattered.
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.
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.
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 warehouse developers business puts in place, in an order that makes each easier. Open any card for the detail.
Land, build, lease and operate phases each with the people needed, who moves across and when.
Land, build, lease and operate phases each with the people needed, who moves across and when. Use workforce planning.
A named second for each project manager and park manager, with shared files and weekly updates.
A named second for each project manager and park manager, with shared files and weekly updates. Record in employee records.
Shift blocks, relief guards and a night supervisor, with gate logs reviewed weekly.
Shift blocks, relief guards and a night supervisor, with gate logs reviewed weekly. See shift steps.
A skills matrix for power, drainage, fire systems and roads, with training and sign-off.
A skills matrix for power, drainage, fire systems and roads, with training and sign-off. Support through a learning plan.
Minimum training, supervision and replacement notice for security and housekeeping vendors, with an induction for each new guard.
Minimum training, supervision and replacement notice for security and housekeeping vendors, with an induction for each new guard.
A path from project engineer to park operations manager, with a mentor.
A path from project engineer to park operations manager, with a mentor. Reflect it in performance steps.
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.
Phase-based hiring across land, build and park operations.
Rotas for round-the-clock security and facility cover.
Cross-training and induction for technicians and vendor guards.
Clear goals and paths from project to operations roles.
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.
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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.
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Name deputies, share weekly updates, keep a standard file per site and review each role's workload twice a year.
Use rosters with rest, relief staff, a night supervisor and weekly log reviews. Brief guards on each tenant's rules.
Write minimum training and replacement notice into the contract and run your own induction for each new guard.
Offer a clear route into park operations or the next project, with a mentor and a role in tenant fit-outs.
Inspect drains before the season, assign a duty team, keep pumps tested and brief tenants on the response plan.
A named park manager, a 24-hour number, escalation steps and expected response times, in writing.
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