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Employer branding · Food and agriculture

Milk arrives on Diwali morning too, and your hiring has to say so.

Employer branding for a dairy or milk processing business is what a procurement officer, a chilling centre operator or a quality assistant knows before joining: the four in the morning start, the villages, and the fact that the work does not stop for festivals.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

A mentor helps a new colleague get started at a shared worktable

In one paragraph

Employer branding for a dairy or milk processing business is what a procurement officer, a chilling centre operator or a quality assistant knows before joining: the four in the morning start, the villages, and the fact that the work does not stop for festivals. GullySales writes the careers material around that.

Also written for

Dairy companies, Milk processors, Dairy businesses.

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 dairy companies

Where it usually goes wrong, and what we would do.

  • “There are no holidays in milk, and that goes first”

    Two collections a day, every day of the year. A candidate who discovers this after joining leaves within a month. One who read it in the advert, along with how the compensating off works, mostly does not.

  • “Procurement is a village job”

    Riding between societies, testing samples, arguing about fat content, holding on to a farmer who was offered fifty paise more by a private buyer. Nobody has ever written that job down, and it is the hardest one you fill.

  • “The local language is the role, not a preference”

    A field officer who cannot talk to a farmer in his own tongue is useless by the second week. Putting it in the advert saves everybody a round of interviews.

  • “Consumers know your name and candidates do not”

    A packet with your brand on it sits in every fridge in the district. That tells a young graduate nothing about whether your chilling centre is a good place to begin, so he assumes the work is slow and the ladder short.

What we do

What we deliver for dairy companies.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. A careers page built around the day rather than the department

    The four o'clock collection, the plant shift, the laboratory and the route sales job, each described hour by hour.

    Result: Applicants who understand the clock before they accept anything.

  2. Field and procurement roles written from the ground

    A day spent with your own procurement officers, turned into a description that mentions the bike, the society meeting and the argument over a fat test.

    Result: Candidates who last past the first monsoon on a village route.

  3. Language and posting, said up front

    The districts you post to, the language a route needs, and whether a posting changes after the first year.

    Result: Interviews about the person instead of about logistics.

  4. What your long-serving field staff say

    Interviews with officers who have held the same route for years, about the farmers they know and what keeps them there.

    Result: A reason to choose dairy over a town job with the same pay.

  5. Outreach to dairy science and agriculture colleges

    A note for placement cells describing the trainee route, the stipend arrangement and where earlier batches are now.

    Result: First call on a batch instead of whoever is left.

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.

Read the full employer branding page

How it works

How the work runs for dairy companies

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Talk to current employees

    We interview a cross-section of staff honestly, including some who might raise uncomfortable points.

  2. 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. 3

    Build the careers content

    The careers page, job post templates and employee stories are written from what staff actually said.

  4. 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. 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.

  1. Search for your company name with the word jobs, and read the first page of results as a candidate would.
  2. Read your last ten reviews and list the points that appear more than once.
  3. 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.

  1. 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.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. 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.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Can you help us recruit field officers?
No, and it is better said early: no sourcing, no interviews, no payroll. Our part is the material, and the conversations with your own officers that make it true.
The four in the morning start puts people off. Should we soften it?
No. Hiding it moves the loss from the advert to the third week, when it costs you training and leaves a route uncovered. The people who will do this work exist, and they are easier to find when the advert is straight with them. What writing cannot do is close a gap in money. If the private buyer in the same district pays your field officers more, fix that before you pay anybody to word an advert.
How long before this shows anything, and what is the minimum term?
Engagements run for a term agreed in writing, with a baseline written down first: applications per route opening, joiners still there at ninety days, and hires who came through a current employee. Each report is measured against those three rather than against a list of what we did.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever the work touches, such as your profiles, your website or your accounts, and time with the people who can answer our questions.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

Food and agriculture

Employer branding for the rest of the food and agriculture.

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