Employer branding · Technology
The first thing a candidate wants to know about you is the bench.
Employer branding for an IT services or consulting company turns on one question a candidate asks in round two: project or bench.
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 an IT services or consulting company turns on one question a candidate asks in round two: project or bench. The careers page, the job posts and what your consultants say have to answer it before the interview, and GullySales writes all three from those consultants.
Also written for
IT services companies, IT consulting companies, Managed IT service providers.
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 IT services and consulting companies
Where it usually goes wrong, and what we would do.
“Your post calls people resources”
A candidate reads the word and hears a line item on a client invoice. It is the single word that tells an experienced engineer what this place thinks of them, and it sits in most posts in the trade.
“The bench question is never answered anywhere”
Between projects, does somebody get training, a reduced salary, or three months of silence? Everybody asks it. When the site says nothing, the candidate believes the worst version they heard from a friend.
“Deputation gets mentioned after the offer”
A role in Bengaluru turns out to be eighteen months at a client site in Pune, or a shift matched to the client's hours. Said at the start it is a trade-off. Said at the offer stage it is a betrayal, and the candidate tells everybody.
“The training agreement is discussed last”
Freshers sign a service agreement they do not understand and their parents find out months later. Whatever your terms are, somebody who read them on your site before applying does not turn into a dispute in month nine.
What we do
What we deliver for IT services and consulting companies.
Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.
A careers page that answers allocation
How projects are assigned, what happens between them, and who decides. Written with your delivery heads so it matches how the bench is run rather than how the policy document reads.
Result: The question that used to take twenty minutes of every interview is settled before the call.
Job posts tied to real projects
One post per opening, naming the kind of client, the city, the shift and the work, instead of a nine-technology wish list assembled from three proposals.
Result: Applicants who match the project rather than the keyword.
The service agreement in plain language
The training period, the notice and any bond, written the way your own HR and counsel confirm them. We do not advise on what the terms should be or whether they hold.
Result: Nothing at the offer stage that the candidate has not already read.
Profiles of people who changed projects
Consultants describing the move from one client to another, what they learned and what they lost. The ones who found it hard are more useful here than the ones who found it easy.
Result: An honest picture of a career here instead of a promise of growth.
Campus and referral material
A short deck and a post format for engineering college placement cells, plus lines your consultants can send to a batchmate.
Result: Both hiring routes say the same thing, so nobody is surprised in week 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 IT services and consulting 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.
Do you supply consultants or run our payroll?
Should we publish the bond terms? Nobody else does.
People sit on the bench for months and appraisals are frozen. 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?
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.