Employer branding · Banking and financial services
Agency manager is a recruiting job, and your post says sales.
A life, general or health insurer hires in volume across branches, and a role in the post that does not match the role on the floor is an easy way to lose someone in the first year.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A life, general or health insurer hires in volume across branches, and a role in the post that does not match the role on the floor is an easy way to lose someone in the first year. GullySales writes careers content that describes agency, claims and branch work as it actually is.
Also written for
Life insurance companies, General insurance companies, Health insurers.
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 insurance companies
Where it usually goes wrong, and what we would do.
“The title promises sales management”
The person hired as an agency development manager spends the week finding, licensing and pushing agents. Somebody who read the title as sales management finds out in week two, and the branch trains a replacement instead.
“Claims staff absorb the anger and nobody prepares them”
A health claims assessor speaks to people in the worst week of their lives and sometimes says no. Say what support exists, how a decision is reviewed and who the assessor can escalate to. That is what keeps one for a third year.
“Your careers page is national and every question is local”
Which branch, which manager, how far from home, is the branch new. One page for the whole country answers none of it and the branch head ends up explaining on the phone.
“What may be said is not up to marketing”
Recruitment material for an insurer brushes against product claims and agent licensing. Your compliance team draws that line and everything is written inside it.
What we do
What we deliver for insurance companies.
Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.
Roles named for what the day is
Agency development, branch operations, claims assessment, underwriting support, surveyor coordination, bancassurance. Each described by the work rather than by the grade.
Result: A candidate can tell which of your six openings is the job they want.
The agency manager post, rewritten
Recruiting and licensing agents stated as the job, with the training and support spelled out and the first-year expectation named. For example, "Lead a sales team for our branch" becomes "Find, get licensed and coach the agents who bring our policies in, and spend most weeks on their calls and visits, not your own". Your compliance team signs off the wording before it goes live.
Result: The people who apply know the job is recruiting, so branch managers have less reason to refill the same seat.
Local blocks on a national page
A short section per zone or large branch, saying who leads it, what business it writes and what a new joiner there is put on. For example, a health claims assessor in a Tier 2 city branch reads who the branch head is and which hospitals' files the desk handles, before applying.
Result: A candidate in a town sees something about their branch instead of about the group.
Interviews with claims and agency staff
An assessor four years in and an agency manager who built a team, explaining what makes the work bearable. Published with names, with their consent.
Result: Two people a candidate can picture themselves becoming.
A drafting process compliance can live with
Every piece written with your compliance and brand teams in the loop from the first version, because a regulated insurer's careers page cannot be published and corrected afterwards.
Result: Compliance sees each piece early, so nothing is drafted twice.
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 insurance 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
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.
We are regulated. Can you write recruitment content for us?
Do you recruit agents or staff for us?
Our attrition is in the first six months. Will this help?
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.