Employer branding · Banking and financial services
In a district town a bank job still means a government job, and yours is not one.
A private, cooperative or small finance bank hires branch staff in towns where the benchmark is a government bank and a parent's idea of a stable job.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A private, cooperative or small finance bank hires branch staff in towns where the benchmark is a government bank and a parent's idea of a stable job. GullySales writes the careers page and the job posts that say what the role really is, sourcing targets included, before somebody joins and finds out.
Also written for
Private banks, Cooperative banks, Small finance banks.
What we do not do
We do not recruit, supply candidates or run payroll. We help candidates see the employer you already are.
Where this sits
For banks
Where it usually goes wrong, and what we would do.
“You are not being compared with another private bank”
In a district town you are weighed against a public sector posting, a teaching job and a pension. Arguing about pay misses it. Responsibility at an age a government bank will not give is the argument you can actually win.
“Is it a bank job or a sales job”
Much of branch hiring is liability sourcing against a monthly number. Candidates hear the word bank and picture a counter. The ones who joined on that picture are the ones who go in month three.
“Posting and transfer policy is the first question and is never on the page”
Which branch, how far from home, how often it changes, whether there is a hostel. Families ask this before they ask about pay. Three honest lines do more here than a culture video.
“Your branch managers are recruiting without a script”
The manager in the town knows the colleges, the coaching centres and who is looking. With no page and nothing to forward, each one invents a different version of the bank.
What we do
What we deliver for banks.
Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.
A careers page written for the town, not head office
Where branches are, what a branch day involves, what the posting policy says, how promotion is decided, what training the first three months contain. Plain sentences, sized for a phone.
Result: A candidate in a small town can answer their family's questions from your page.
Role posts that name the target
Branch sales officer, relationship manager, cashier, field officer for gold or micro loans. Each states the monthly expectation and how it is measured, in the words your regional head would use.
Result: Fewer offers accepted by people who wanted a counter job.
Material for each branch manager's own network
One sheet and one forwardable message per branch, so a manager in a town is recruiting with the same facts as the bank's website.
Result: Local hiring stops depending on which manager happens to be persuasive.
Interviews with officers past their second year
The people who got through the first year are the only credible witnesses. We ask what those months were really like and publish the parts that would put the wrong person off.
Result: Applicants who have already been warned, by somebody who stayed anyway.
Something written for the family
A short piece in the state language explaining what the bank is, who regulates it, what the officer's day involves and where the job leads.
Result: The conversation at home happens with your words in it instead of a rumour.
A look at the first ninety days
Where new branch staff leave, what they were promised, and what the branch actually did with them on day one.
Result: The month your attrition sits in becomes a fixable thing rather than a complaint.
How the result is measured
- Applications received per open role
- Careers page engagement and time on page
- Candidate drop-off during the interview process
- Referral hires as a share of total hires
Recorded as a baseline before work starts, so every later report has an honest comparison.
How it works
How the work runs for banks
The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.
- 1
Talk to current employees
We interview a cross-section of staff honestly, including some who might raise uncomfortable points.
- 2
Find the genuine reasons to join
We identify what is actually true and attractive about working there, rather than generic claims that could apply anywhere.
- 3
Build the careers content
The careers page, job post templates and employee stories are written from what staff actually said.
- 4
Review the candidate experience
We check what happens between application and offer, since branding cannot fix a process that loses candidates through delay.
- 5
Hand over and refresh periodically
Content is handed over for ongoing use and revisited periodically as the team and roles change.
Before you hire anyone
The first thing to do yourself.
Read your company the way a good candidate would, before you change anything.
- Search for your company name with the word jobs, and read the first page of results as a candidate would.
- Read your last ten reviews and list the points that appear more than once.
- Ask your three newest joiners why they said yes, and what almost stopped them.
Judge any provider
What to ask any agency or ghost-writer.
Useful whoever you choose, including us.
- Will you work from what our people actually say, or from a template?
- Do you do recruiting or supply candidates, or only the employer-brand work?
- Who approves anything that speaks for our staff?
- Which of our existing job pages and profiles will you change, and which will you leave alone?
- What do you count as a result, and what will you not promise?
Where this fits
Three pieces of sales work, in this order.
GullySales builds every engagement from three pieces of sales work. This page is not one of them, but the same three steps apply to the business behind it.
Step 1
Sales audit
Find where deals are being lost and what to fix first.
Start here if you cannot say where orders are lost.
Step 2
Sales process design
One written way to sell, from first enquiry to repeat order.
Start here if every salesperson sells differently.
Step 3
Sales management
A target, a review routine and someone who owns the number.
Start here if the team has targets and no routine.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Do you help with recruitment or campus hiring?
What may we say about the bank in a job post?
Most of our branch candidates come through local references. Is this worth it?
How much does it cost?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Banking and financial services
Employer branding for the rest of the banking and financial services.
Or start from employer branding.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.