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Employer branding · Telecom and energy

Your best technician is comparing your roster with a Gulf contract.

Employer branding for an oil, gas or petrochemical company is what an operator, an instrumentation technician or a safety officer weighs before joining: the roster, the turnaround season, and whether a job here really can be stopped.

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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 an oil, gas or petrochemical company is what an operator, an instrumentation technician or a safety officer weighs before joining: the roster, the turnaround season, and whether a job here really can be stopped. GullySales writes the careers material from what your own plant people say.

Also written for

Oil and gas companies, Petrochemical companies.

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 oil and gas companies

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

  • “The Gulf offer is the benchmark, so stop pretending otherwise”

    Skilled operators leave for a contract abroad with a rotation and a tax-free figure attached. You will not match it line by line. Where somebody stands in ten years, and how much of that time is spent at home, is a real argument. Silence is not.

  • “The roster decides the family's year”

    Fourteen on and fourteen off, or a six-day general shift with shutdown work on top, changes school runs, weddings and everything between. Candidates plan around it and should be able to read it before the interview.

  • “Turnaround is when the job doubles”

    Every plant has weeks when shutdown work takes over and leave is frozen. Your staff know exactly when. Saying so is the mark of a company that does not manage by surprise.

  • “Contract or on your rolls is the first question asked”

    Much of the work is contractor-run. A candidate wants to know which side the job sits on, what differs in medical cover and site access, and whether contractors are ever taken onto the company's own rolls.

What we do

What we deliver for oil and gas 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 a plant hand recognises

    Units, roles, roster patterns and the induction, written in the language your control room uses rather than in corporate English.

    Result: A technician can tell which unit the job is on and who stands next to them on shift.

  2. Safety culture shown through one example

    A real occasion when somebody halted a job and what happened next, told by the person who did it and cleared by your safety head.

    Result: A claim about stop-work authority that a candidate believes.

  3. The rotation and turnaround calendar, published

    Roster patterns by role, how leave is granted, and when shutdown periods usually fall in the year.

    Result: Families agree to the job before the offer rather than after it.

  4. Contract and direct roles described apart

    What differs between the two in cover, access, training and the route to a permanent position.

    Result: Fewer resignations from people who thought they were joining something else.

  5. Outreach to trade schools and diploma institutes

    A page for the institutes you take instrumentation and mechanical diploma holders from, covering the first two years in detail.

    Result: A trainee intake that does not depend on one consultant's contacts.

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 oil and gas 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 hold people who get Gulf offers?
Partly, and only with the truth. We do not recruit, counter-offer or touch anything to do with pay. Material makes the case for staying visible, so the decision gets made on the whole picture rather than on one number.
Everything at our plant is confidential. What can we publish?
More than you expect. Process detail stays out. The roster, the training, the safety system and what people say about their supervisors give nothing away, and your safety and legal teams approve every line before it goes up.
When would you tell us not to do this?
When the roster is why people leave and the roster is not open for discussion. A fourteen-and-fourteen published on your site and then ignored during turnaround is worse than publishing nothing, because the operator who joined on it says so at the diploma institute you recruit from. Fix the rota, then ask us.
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.

Telecom and energy

Employer branding for the rest of the telecom and energy.

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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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