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Employer branding · Telecom and energy

Nobody outbids a board posting on pension, so your argument has to be the plant.

Employer branding for a power generation or distribution company is what a shift operator, a lineman or a maintenance technician weighs against a permanent government posting: the township, the safety record, and where the work leads.

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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 power generation or distribution company is what a shift operator, a lineman or a maintenance technician weighs against a permanent government posting: the township, the safety record, and where the work leads. GullySales writes that comparison honestly instead of avoiding it.

Also written for

Power generation companies, Power distribution companies, Utility companies.

What we do not do

We do not recruit, supply candidates or run payroll. We help candidates see the employer you already are.

For power generation and distribution companies

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

  • “The permanent job is the real competitor”

    A diploma holder in Raichur is comparing your offer with a board vacancy his uncle keeps mentioning. Pension, permanence, a posting near home. You will not beat that on security, so you have to beat it on the plant, the equipment and how fast somebody grows.

  • “A lineman's family reads about accidents, not about careers”

    Every district has a story about a man on a pole. Your permit system, the rule about who may authorise work on a line, and the training behind both are the only answer, and they belong where a family can read them.

  • “The township is the offer and nobody describes it”

    Plants sit where the coal, the water or the land is. What settles the move is the school, the medical centre, the bus to the nearest town, and whether a spouse can find work. Capacity in megawatts persuades nobody at home.

  • “The rota is a life decision”

    General shift against a rotating three-shift pattern changes childcare, festivals and everything else. Publishing the pattern is worth more than a paragraph about culture.

What we do

What we deliver for power generation and distribution companies.

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

  1. The comparison made in the open

    What your roles give against a board posting, put without running the other option down: the equipment, responsibility early, and the pace of promotion.

    Result: A candidate makes the comparison with your side of it actually present.

  2. The township in detail

    Housing, the school, the medical facility, transport and what a family does at the weekend, with photographs of the real place rather than stock images.

    Result: A spouse stops being the reason offers are declined.

  3. Safety written for a family to read

    The permit system, training hours, protective equipment and the authority anybody has to stop a job, in ordinary language.

    Result: A lineman's mother has an answer to the story she heard last year.

  4. Shift and rota patterns, published

    Each operating role's rota, its leave cycle and what a night in the control room involves, alongside the roles that are general shift.

    Result: People choose the shift they can live with, and then stay in it.

  5. Apprentice and trainee routes

    Where trainees come from, what they do in their first year, and how many stayed on, taken from your own records rather than offered as a promise.

    Result: Polytechnics send you their better students.

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 power generation and distribution 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
Do you recruit engineers?
No. There is no candidate list at our end and no payroll involvement. We write the careers page, the job posts and the employee accounts, and you carry on hiring the way you do now.
Our plant is in a district nobody wants to move to. Is this futile?
It is not futile, but it narrows the audience honestly. People from that region, and people who want plant experience early in a career, are your real market. Writing for everybody is what has been failing.
What would you actually measure?
Applications per opening, how many offers are accepted, and how many trainees are still there after a year. Those figures are recorded before work starts, and every report is set against them rather than against a list of activity.
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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