Employer branding · Automotive
Sales staff leave you for a hundred rupees more, and come back when the scheme changes.
A dealership's hiring problem is a revolving door of sales consultants, service advisers and telecallers who move to the showroom down the road for a slightly better incentive.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A dealership's hiring problem is a revolving door of sales consultants, service advisers and telecallers who move to the showroom down the road for a slightly better incentive. GullySales writes the careers page and the job posts that say how your incentive, your floor and your path to team leader actually work.
Also written for
Car dealerships, Two-wheeler dealerships, Multi-brand outlets.
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 vehicle dealerships
Where it usually goes wrong, and what we would do.
“The incentive scheme is your employer brand”
Nothing on a careers page outranks what a consultant earned last month and whether it arrived on time. Publish the slabs, what counts and the settlement date, and you are ahead of most showrooms in the city.
“Candidates read your customer reviews before they apply”
Your service reviews are public and some of them are furious. A sales candidate reads those and decides the job is absorbing anger for eight hours a day. Your careers page never answers it.
“Nobody plans to stand on a showroom floor for ten years”
Consultants want to know what team leader, used car evaluation and insurance roles look like, and how long each took for somebody real in your group. Without that, the only lever left is money.
“The service side is missing from your hiring”
Service advisers, telecallers and delivery staff are half the payroll and the seats you refill most. The careers page is written entirely for new car sales.
What we do
What we deliver for vehicle dealerships.
Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.
A careers page that publishes the incentive structure
The slabs, what counts towards them, when payment is settled and what gets clawed back. Written the way you would explain it across a table, not as an internal circular.
Result: Consultants arrive knowing what a good month and a bad month look like here.
Role posts for the whole floor
Sales consultant, service adviser, customer relations executive, pre-delivery inspection and delivery staff, used car evaluator. Each with its own hours, targets and reporting line.
Result: You stop advertising one role and interviewing for four.
The path to team leader, written down
What a consultant has to do to be considered, who decides, how long it has taken people at your dealership, and what the role pays against.
Result: A reason to stay through a bad quarter that is not a promise made at a Monday meeting.
An answer to what candidates read about you
We go through your public reviews, separate the complaints you have fixed from the ones you have not, and write the careers content that meets a candidate who has already read them.
Result: The showroom's reputation stops being an unspoken objection in every interview.
Interviews with your longest-serving consultant
An hour with whoever has been on your floor longest and with somebody who joined last quarter. What a Sunday is like, what they tell a friend who asks about the job.
Result: Two honest voices on the page instead of a line about a young and dynamic team.
The first thirty days
What a new consultant is told on day one, what product training they get, who walks them through their first delivery. Ask your own managers how many recent joiners left before they had sold a single car, and the month to work on picks itself.
Result: A new consultant gets to a first delivery instead of to a resignation.
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 vehicle dealerships
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.
Our sales people leave for a slightly higher incentive. Can branding stop that?
Is this recruitment or an HR service?
Do you write the posts for the job sites and the local groups?
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?
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.