Employer branding · Technology
Your product is obvious to you and invisible to the person applying.
For a SaaS company, employer branding has to do a job your customer site never does: explain the product to somebody who has never seen a demonstration, and say whether the role builds it or answers its queue.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
For a SaaS company, employer branding has to do a job your customer site never does: explain the product to somebody who has never seen a demonstration, and say whether the role builds it or answers its queue. GullySales writes that from the people already working your support and renewal desks.
Also written for
SaaS companies, Subscription software 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 SaaS companies
Where it usually goes wrong, and what we would do.
“The careers page assumes everybody knows the product”
Customers know what the platform does because a salesperson showed them. A candidate has ninety seconds and a job title. If the page opens with your category instead of what a customer stops doing once they have it, they leave.
“Customer success could mean four different jobs”
In one company it is renewals with a quota. In another it is a chat queue with a response target. Somebody who has been burned once will assume the worse of the two unless you set out the day.
“The time zone is the deal and nobody mentions it”
Selling to buyers in the United States means evening calls and a support rota that starts as Bengaluru goes home. Candidates discover that in round three and withdraw. Put it in the first paragraph.
“Nobody outside can tell whether you have customers”
A product still looking for its first paying account and a company with a renewal book look identical from a careers page. Somebody leaving a salaried job is trying to work out which you are, and silence reads as the first.
What we do
What we deliver for SaaS 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 explains the product in plain words
What the software does, who buys it and what changes for them once they have it. One paragraph a support engineer's father could follow, before a single role is listed.
Result: Applicants arrive knowing what they would be working on.
Role posts for the jobs outside engineering
Support, customer success, implementation and inside sales, each written with the shape of the day: the queue, the accounts, the targets and who they sit beside.
Result: The people who take those calls stop treating your openings as a lucky dip.
Shift and overlap hours stated up front
Which roles cover which hours, how the rota turns, and what happens on a public holiday in your customers' country and in ours.
Result: Nobody withdraws in the final round over something you could have written on day one.
Employee stories from the support floor
Short accounts from people handling tickets and renewals, not only from the two most senior engineers. They read the draft and change whatever they want before it goes up.
Result: A candidate hears about the job from somebody doing it.
A note on stage, written honestly
Where the product has got to, what is built and what is not, agreed with your founders. No revenue figures, no customer counts, nothing you would not repeat in an interview.
Result: The interview stops being an interrogation about whether you are real.
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 SaaS 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 screen the applicants?
Churn is bad and support is stretched. Should we hire first or fix that?
Can we say we sell to enterprise customers when most accounts are small?
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.