This is called employee advocacy – the employees, not the logo, are the company's voice to the outside world.
Why employee advocacy matters for the company
This isn't a feel-good issue. It's one of the few growth opportunities that doesn't cost media budget.
- The reach is in the people. Your employees' combined networks are almost always many times larger than the company page's – and reach the right people in the right industries.
- Trust follows the person. Customers trust people, not logos. That's why a post from a specialist beats the same post from the company account.
- Shorter sales cycles. When several people in the customer's buying group already recognise your names, your contact person needs less effort to justify the choice internally.
- Cheaper recruitment. The best candidates aren't looking for jobs. They notice companies whose employees are visible and seem knowledgeable.
- Someone will take the space. Your competitors have the same opportunity. Whoever fills the vacuum first becomes the industry's obvious voice.
Why most attempts to engage employees fail
Almost every initiative we encounter has broken down in one of these four ways:
- It was delegated. Marketing or HR got the responsibility, but lacked a mandate over employees' time.
- It was ordered. Engagement can't be commanded. It has to be sparked.
- It left people on their own. Most people aren't unwilling, they're unsure – they don't know what to write or are afraid of getting it wrong.
- The managers stood on the sidelines. And that's where it always falls apart.
Employees do what managers do, not what managers say.
// Employee advocacyLeadership's responsibility: this can't be delegated
If you as a leader want an active organisation, there's only one way in, and it starts with you.
What happens when the manager is invisible
The signal is unambiguous: this matters for others, not for us. Employees conclude that it's optional and doesn't count. The initiative dies within a quarter.
What happens when the manager goes first
It becomes acceptable to take up space. When a CEO or sales manager publishes – and shows that they also find it uncomfortable at first – the threshold drops for everyone else. The leader also gains a platform that strengthens both themselves and the company.
Five things a leader should actually do
- Publish yourself, every week. Not perfect – regular.
- Comment on your employees' posts. Recognition from the manager is the strongest reward there is, and it takes thirty seconds.
- Say why, not what. Explain the business value and what the employee gains personally. Never hand out a quota.
- Set aside the time for real. 15–30 minutes a day should be accepted working time, not something done in the evening.
- Ask how it's going. Raise it at the weekly meeting. What isn't followed up doesn't get done.
What employees gain from being visible on LinkedIn
You have to be able to answer the question “what's in it for me?” – otherwise the motivation will never come from within.
- A personal brand that follows them throughout their career
- A network that opens doors long before they knock on them
- Greater influence and visibility in their own industry
- An easier time being heard, both internally and with customers
How to engage employees on LinkedIn, step by step
Start with a shared kick-off
A lecture that sparks the whole group – and at the same time shows who has the drive to go further.
Make it voluntary
Invest in those who want to. Five enthusiasts beat twenty reluctant ones.
Fix the profiles first
Nobody wants to invite visitors into a half-finished home.
Give them topics, not scripts
Start from customers' most common questions, so nobody has to stare at an empty field.
Make it a team sport
A channel where you cheer each other on and share what works.
Follow up for twelve months
It's the follow-up, not the training day, that creates the habit.
How to know it's working
Don't measure the number of posts. Measure what leads somewhere:
- How many employees have published in the last thirty days
- Profile visits and new relevant connections per person
- Incoming questions and calls that can be traced to LinkedIn
- Booked meetings, deals – and candidates who get in touch without a job ad
Frequently asked questions about engaging employees on LinkedIn
What is employee advocacy?
When employees are the company's voice in their own networks, in their own words. It differs from employer branding, which is the company's own communication about what it's like to work for you.
Can we require employees to be active on LinkedIn?
No, and you shouldn't try. The profile belongs to the person, not the company. Coercion produces empty posts without credibility. Offer, explain and support instead.
Do managers have to post themselves?
Yes, if you want the initiative to last. It's the single strongest factor we see. A management team that stays on the outside almost always loses momentum within a few months.
How many employees need to be active?
More than you think, but fewer than everyone. Five to ten active people are enough to change a smaller company's deal flow. The sum of several people's small actions adds up to great visibility.
What do we do with those who don't want to?
Leave them alone, but make sure they have a sharp profile. Many who say no get in touch after a few months, once they've seen their colleagues get results.
Next step: how to get started
We almost always start the same way: a lecture that sparks the whole group, followed by coaching for those who really want it.
- A shared start for the whole group: a lecture or half-day workshop, from SEK 18,900 excl. VAT
- For those who want to go further: team coaching from SEK 27,900/month
- Not sure where to start: take the team test – nine questions, and you get a tailored recommendation with a concrete price
Your next deals are already in your employees' networks
The question is whether anyone activates them.
This is one of 54 guides in our knowledge base. Want your team to actually start doing it? See our LinkedIn training for companies, a lecture, personal coaching or an online course, always with meetings and business as the goal.