Manage HR Magazine: Specials Magazine

GBS Worldwide was founded on a simple question: what would happen if employer brand and recruitment marketing teams were built to drive real business outcomes—not vanity metrics? That question has guided every client engagement since, and it’s helped the firm deliver award-winning results for global organizations that span healthcare, technology, engineering, and real estate. Unlike many creative-led or media-first agencies, GBS leads with behavioral science, narrative clarity, and data alignment. Their proprietary framework, Brand × System™ (BxS™), integrates candidate perception, brand governance, and hiring performance into an experience-led employer brand model. It’s also where their trademarked methodologies—including The Decision Engine™ and EBx™—live. The Employer Brand Experience (EBx)™, is GBS’s framework for operationalizing employer brand as a revenue-driving center of excellence, helping organizations transform brand value into bottom-line results. The BxS™ framework enables employer brands to operate with the same rigor and accountability as consumer and corporate brand functions. By aligning brand strategy to system-wide levers like lifecycle content, candidate experience, and performance measurement, GBS helps companies move beyond awareness into sustained talent engagement and improved hiring efficiency. GBS’s recruitment marketing media management model is designed to reduce cost-per-hire while improving quality-of-hire through smarter targeting, ongoing optimization, and meaningful messaging. The result is multiple award-winning, cost-effective, and conversion-focused recruitment marketing that delivers measurable impact. “Most companies want their employer brand to feel different, but they don’t actually operate differently,” says Crystal Miller Lay, GBS’s Chief Executive and People Officer. “We built a system to help them change that...for good. Because the employer brand promise only works if it’s something people actually experience in the workplace.” The firm’s tagline—Fix What’s Broken. Build What Works.— has defined their work with fast-scaling, transformation-stage companies, and enterprise organizations alike. When a global engineering organization faced high turnover among female engineers, GBS conducted a multi-layered audit spanning interviews, gender-specific exit data, and sentiment mapping. The findings revealed limited access to high-visibility projects and senior mentorship. Instead of surface-level storytelling changes, GBS first recommended and helped implement structural shifts, including formalized career paths and internal mentorship programs, then the stories of that impact flowed naturally from employees. These changes led to a 31 percent increase in year-over-year retention among early-career female engineers and a 4.2-point lift in internal mobility satisfaction scores.