When your organisation spans more than 40 countries, employer brand is not just about consistency, it is about nuance. For Margot Moore, Global Employer Brand Manager at Worley, the challenge lies in creating a unifying narrative while giving regions the flexibility to make it their own. Her work highlights how global scale, local context, and smart design come together to shape a powerful employer brand.
At Worley, employer brand sits within Marketing. For Margot, this is a huge advantage because it keeps employer brand aligned with corporate storytelling rather than operating in isolation.
“It shows the alignment with the broader marketing picture, the brand story, it's so important that employer brand aligns directly to brand, and it shows that the business sees the value in employer brand and I think that's really excellent.”
By being close to Marketing, her team can build stronger connections between EB, brand, and business impact.
Margot stresses that employer brand must be mapped to the candidate journey. The goal is to deliberately shape what people think, feel, and do at each stage.
“What do we want a candidate to know, to think and to do, at each step of the process and where are the gaps now? At the end of that process you're left with short, medium and long things that you can do to solve for some of those issues or opportunities. There will always be some low hanging fruit, quick wins there, that you could go and implement the next day.”
This approach balances strategy with action, making sure EB delivers both long-term change and immediate credibility.
One of the biggest challenges for a business operating at Worley’s scale is ensuring that employer brand feels consistent without being cookie-cutter. Margot explains that EB needs to work as an ongoing system, not just a series of campaigns.
“The focus would be to create an ecosystem where we have an always on approach to employer brand. There will be overarching global messages but in our critical talent markets where we have a unique focus because of demand and growth, we have always-on tailored and targeted messaging so we can be more proactive around other tactics. We want our brand and EVP messages for different regions to be front of mind and relevant to different markets so that we can focus more on video, employee content or human-centred designed pieces where we're finding opportunities to make the process stand out.”
The result is a global narrative that holds together, while allowing regional teams to adapt content in ways that resonate locally.
Margot also underlines the importance of digging deep into regional realities before creating solutions.
“We really need to understand the nuances across the different regions and what their talent challenges are. Where are we growing, not growing, what are the difficulties. Recruiting in the Middle East versus US versus Latin America, it's just so diverse.”
By starting with local needs, EB becomes more relevant, targeted, impactful and less likely to get lost in one-size-fits-all messaging.
From mapping candidate journeys to tailoring EVP for critical markets, Margot’s approach shows that global employer branding succeeds when it is flexible, people-focused, and embedded in business conversations.
Her advice for EB leaders is clear: invest the time to understand regional challenges, align closely with brand, and deliver both quick wins and long-term value.