An MBBS abroad consultancy guides families on medical study overseas. Here is how to hire, train, pay and review counsellors and documentation staff so advice is honest and every promise can be kept.
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Share your requirementsAn MBBS abroad consultancy helps Indian families choose a foreign medical university, apply, arrange documents and visas, and prepare for travel. The team includes admission counsellors, documentation and visa file staff, a student support or after-arrival team, field or school outreach executives and a manager. Counsellors earn through enrolments and partner university arrangements, so pressure to close is high. Families spend large sums and make a major life choice, so trust and truthful advice matter. Staff must not claim what the university or authorities have not said. See also HR for education. People work here turns on honest conduct, disclosed partnerships, careful file handling and caring for staff who face anxious parents.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in MBBS abroad consultants. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Commissions reward enrolment, which can push counsellors to oversell a university or skip awkward facts.
Counsellors pass on ranking, recognition or placement statements they have not verified.
Families may not know the consultancy has a commercial arrangement with the university it recommends.
Passports, marksheets and fee receipts sit on personal phones and chat groups.
A missing certificate or late attestation can lose a seat, and blame passes between counsellor and file staff.
Students abroad call at odd hours with problems, and the support team is small and unevenly trained.
Counsellors take repeated late calls and carry emotional weight with little support.
Executives speaking at schools make different claims, and no one reviews what is said.
Start with the topics that matter most here: Policies, Compliance and Governance; Compensation, Payroll and Benefits; HR Analytics and Management Reporting. Then work through the rest. Each topic is written for education, not in general.
Policies a manager can apply, and obligations with owners and dates.
Salary structure, payroll inputs and a month that closes on time.
A short monthly pack management actually reads.
How many people, in which roles, by when — and what they will cost.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Goals, reviews and ratings that hold up in a conversation.
Training planned from need rather than from the calendar.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes — one for complaints, one for conduct — kept separate.
Induction, records, incident reporting and follow-through.
Who leaves, when, why — and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
An HR function that runs the same way every month.
The pieces a MBBS abroad consultants business puts in place, in an order that makes each easier. Open any card for the detail.
Scenario questions on awkward facts, reference checks and a mock family meeting, run under the recruitment process.
Scenario questions on awkward facts, reference checks and a mock family meeting, run under the recruitment process.
What may be said about recognition, fees, outcomes and partner ties, and how conflicts are disclosed.
What may be said about recognition, fees, outcomes and partner ties, and how conflicts are disclosed. Hold it in HR policy packages. Confirm marketing duties with a qualified professional.
A pay mix that also counts file accuracy, family feedback and after-arrival outcomes, reviewed under the performance management process.
A pay mix that also counts file accuracy, family feedback and after-arrival outcomes, reviewed under the performance management process.
One approved system, access by role and a rule against sharing documents on personal chats.
One approved system, access by role and a rule against sharing documents on personal chats.
A dated list of documents, attestations and deadlines owned by a named person.
A dated list of documents, attestations and deadlines owned by a named person.
A rota, training and escalation path for students abroad, using the attendance, shift and leave process.
A rota, training and escalation path for students abroad, using the attendance, shift and leave process.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
Selection that tests honesty and handling of hard facts.
A written advice code with disclosure of partner ties.
Review that counts accuracy and family feedback as well as enrolments.
Careful handling of staff and file records.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in education, and one on each of the topics this page points to.
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How an India head can sort a global parent's HR policies into apply, adapt or replace, write an India addendum with advisers, and keep headquarters on side.
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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
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Six numbers, one page, same format each month. What they are, how to define them so they mean the same thing twice, and what each one tells you.
8 min readRead articleMore on the GullyHR blog.
Write an advice code, check claims against sources, review calls and avoid pay that rewards only enrolments.
Honest disclosure builds trust. Decide your policy, train staff to explain it and confirm requirements with a qualified professional.
Ask for written statements, check official sources and keep a shared fact sheet that is updated and approved.
In one approved system with access by role. Do not allow documents in personal chat groups. Confirm your data duties with a qualified professional.
Use a dated checklist for every file, name an owner for each document and review files weekly.
Cap daily call loads, share difficult cases with a senior colleague and allow time to recover after heavy days.
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