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Employer branding · Retail and consumer

Your best candidates already shop with you and the careers page ignores them.

Employer branding for a fashion chain is written for the person on the shop floor: a stylist or store associate weighing your mall hours, your rotational off and how the incentive is calculated.

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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 fashion chain is written for the person on the shop floor: a stylist or store associate weighing your mall hours, your rotational off and how the incentive is calculated. GullySales writes that page, the store posts and the stories of staff who started as customers.

Also written for

Fashion retail chains, Apparel retailers.

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 fashion retail chains

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

  • “The person at your till shopped here first, and nobody ever asked”

    People who wear the label apply because they already like it, and they need no explanation of the brand. That is the cheapest hire you will make all year, and no line anywhere on your site invites it.

  • “Mall hours decide the job”

    The store closes when the mall closes and the busiest days are Saturday and Sunday. Anyone choosing between your floor and a weekday office job needs that stated, not discovered.

  • “End of season sale is the real interview”

    Somebody who joined in June sees the queue at the trial room in July and reconsiders. Describe the sale weeks before the offer goes out, and the ones who stay were expecting them.

  • “An associate wants to know whose bill the incentive is on”

    Store target or personal billing changes how the floor behaves and what a good month pays. It is the first question in the interview and it is never on the page.

What we do

What we deliver for fashion retail chains.

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

  1. A careers page that states the hours and the week

    Mall timings, weekend working, the rotational off, the sale calendar, the grooming and uniform policy, and what a shift on the floor involves.

    Result: Nobody joins your floor expecting Sundays off.

  2. How the incentive works, in one page

    Whether it is store or personal, when it is calculated, what counts and what does not, taken from your own commercial team and put into plain words.

    Result: A stylist can do the arithmetic before accepting, not after the first payslip.

  3. Customers who joined you

    Short profiles of staff who were shoppers first, with what they were doing before and what they do now.

    Result: The invitation to apply reaches the people already standing in your store.

  4. Posts for associate, stylist, visual merchandiser and store manager

    Four distinct posts, because a visual merchandiser is reading for the fixture calendar and an associate is reading for the roster.

    Result: Your merchandising vacancies stop attracting floor applications.

  5. A store opening kit for a new city

    In-store notices, a code at the billing counter of your nearest branch, and posts for a city where you have no store and no reputation as an employer.

    Result: A new floor team is hired before the fit-out is finished.

  6. What the first three months on the floor look like

    What training happens in week one, who the buddy is, when the first review falls and what is expected by month three.

    Result: A first-time joiner knows by month three whether it is going well.

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 fashion retail chains

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
Do you place candidates?
No. GullySales writes and does not recruit, so there is no database, no screening and no involvement in what you pay anyone. The careers page, the job posts and the store-level material are the work.
Our attrition is high because the pay is what the market pays. Can writing fix that?
Not the pay, no. If people leave for two thousand rupees more down the corridor, nothing written holds them, and we would say so before taking your money. What writing changes is who applies, and whether they join already knowing about Sundays and sale weeks.
Should the store manager have a say in the job post?
Yes, and the post is worse without it. We interview a handful of store managers and associates before writing, because head office describes the job as designed and the floor describes it as it runs. Where the two differ, the floor version is what a candidate should read.
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.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on what is being changed and how many of the people who matter see it. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
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.

Retail and consumer

Employer branding for the rest of the retail and consumer.

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.

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