Employer branding · Hospitality and food service
Your roster is the first thing a steward asks about, so publish it.
Employer branding for a hotel is what a commis chef or front office associate finds when they look you up: the shift pattern, the week off, the staff accommodation and whether anyone rises from trainee to captain here.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Employer branding for a hotel is what a commis chef or front office associate finds when they look you up: the shift pattern, the week off, the staff accommodation and whether anyone rises from trainee to captain here. GullySales writes that from what your current team says, department by department.
Also written for
Business hotels, Luxury hotels, Hotel chains, Resorts.
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 hotels and resorts
Where it usually goes wrong, and what we would do.
“The roster is the question and the page never answers it”
A candidate wants to know the shift, the weekly off, and whether there is a drop home after the late closing. A hotel careers page usually offers a photograph of the lobby instead.
“Your name at the hotel management colleges was set by the last batch of trainees”
Industrial trainees go back and tell the rest of the batch what six months with you were like. That verdict reaches the placement cell long before your recruiter does.
“Guests and candidates are reading two different hotels”
The site that sells a suite and a spa says nothing to a housekeeping attendant choosing between you and the property across the road.
“A resort off the highway is a housing decision, not a salary decision”
If the nearest town is an hour away, staff accommodation, duty meals and the bus timing decide the offer. Leave them off the page and the candidate assumes the worst.
What we do
What we deliver for hotels and resorts.
Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.
A careers page that prints the roster
Shift patterns by department, the weekly off, duty meals, uniform, staff accommodation and the transport arrangement after a late shift, written plainly.
Result: A front office applicant stops asking the same four questions on the phone.
Department-wise job posts
Separate posts for kitchen, food and beverage service, housekeeping and front office, because a commis and a guest relations executive are not reading for the same thing.
Result: Applications arrive for the department you were actually short in.
Stories from people who started as trainees
Short interviews with staff who came in through industrial training and are still with you, in their own words, with the role they hold now named.
Result: A placement cell has something to put in front of its next batch.
Material for the hotel management colleges
A one-page account of what a trainee does in six months with you, the departments they rotate through, and who signs their report.
Result: Your training slots fill from the institutes you actually want.
The walk-in interview day, described in advance
What to bring, who the candidate meets, how long it takes and when they hear back, published before the day rather than explained on it.
Result: Fewer people leave the queue before their turn comes.
What your team says, collected honestly
Conversations across departments about why people stay and what they would change. Some of it will be uncomfortable reading for your general manager.
Result: You hear the real reason stewards leave before the page repeats a false one.
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 hotels and resorts
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.
Proof
What happened when owners fixed this.
Real clients, the work we did, and the result as it was recorded. Where no number was recorded, none is claimed.
Hotel Felicity Inn
- Situation
- A traveller compares three hotels on a phone and books one. The website was not built for that.
- What we did
- The site rebuilt around booking
- Photography and one look
- Search work for destination searches
- Content a traveller reads
- Result
- Online bookings increased 35%
- Organic traffic increased 50% within six months
- Positive reviews on Google and TripAdvisor increased 30%
Also worked with
Chord Road Hospital · Curtain Label · Difesa Security Services · Hands On CSR · Implevista · Kambar Group · Kalessi · Kerur Pain Clinic · LL Trust · Lucky Deals · Natural Gases · NavaShakthi Souhardha · NewCom Logistics · Proton Technical Services · SB Engineering · Shakthi Foundation · Shakthi Group · Urbanest · Insyde Studio · Venkateshwara Laser Tech · Vivara Studios
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 hire the staff for us?
We hire heavily for the wedding season and then stop. Is this worth doing?
Our general manager changes every few years. Who owns this afterwards?
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?
Hospitality and food service
Employer branding for the rest of the hospitality and food service.
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.