Employer Branding has become a priority for many companies. When addressing this concept, the conversation usually revolves around organizational culture, attractive benefits, and an inspiring work environment. But there’s an essential factor that rarely enters this equation: how to leverage what employees say about the company when they’re not reading from a corporate script or executing a marketing team’s idea.

This is precisely what I’ll try to explore in this article, while also offering some suggestions on how companies can harness employee advocacy to strengthen their Employer Branding. Because here’s the truth—if employees don’t naturally become ambassadors for the company, is Employer Branding really working?

It’s no secret that what employees say about their day-to-day work—and how they say it—influences how the brand is perceived in the market. That’s why, beyond offering great benefits and recruitment strategies, there’s another essential KPI Employer Branding should start tracking: employee-driven influence marketing. Employer Branding isn’t built solely on perks, but above all, on people who are proud of what they do and want to share it with the world in their own way. So, how can companies turn their employees into genuine brand ambassadors, without forcing it or making it sound like a scripted ad?

One of the most common mistakes companies make is thinking employees can only talk about the company if they’re “authorized” to do so. However, employee advocacy shouldn’t be a corporate script; it must be natural, voluntary, and based on what each person already does well.

With that in mind, the first step is to identify employees who are already active on social media, especially those discussing the industry. There’s always someone commenting on LinkedIn trends or sharing insights about their profession. Give them space and encouragement.

Even though LinkedIn is often seen as a corporate channel, it always performs better when individuals—not companies—are the ones posting and engaging.

Equally important is avoiding scripted messages. Invite a few employees for a coffee break and ask them what they’d tell a friend if they had to explain why they enjoy working at the company. Their answers could become great social media content.

Consumers and partners trust real stories more than campaigns. Brands that can turn their employees’ experiences into storytelling gain credibility naturally. So, instead of posting generic content about how innovative the company is, give an employee the freedom to share something like: “Today I implemented a solution that saved my team three hours of work. Small changes, big impact. That’s why I love working here!” Ask your team: what’s the last thing you did at work that made you proud? Then help them turn that into content.

Throughout this process, it’s important to test ideas without overcomplicating. For example, launching an internal challenge that rewards the employee whose post gets the most engagement—with an extra vacation day or a dinner for two—is simple to implement, meaningful to employees, and can yield great results.

Providing quick social media training—even for those who have never posted on LinkedIn—is another simple and highly effective move. If your company uses other platforms like Instagram or TikTok, do the same.

Creating a “content idea bank” with post suggestions can also be a useful resource for less experienced employees.

These small, simple incentives can lead to big results. Believing in internal influence marketing doesn’t mean turning employees into “content machines,” but rather motivating and enabling their participation.

The future of Employer Branding doesn’t lie solely in paid campaigns. It’s in the small, everyday interactions, in how employees talk about the company, and in the authenticity with which they share their experiences.

Companies don’t need huge budgets to turn their employees into ambassadors. They just need to create an environment where people feel comfortable to share, engage, and influence.

And if there’s fear that a highly visible employee might be poached by the competition? Better to have a recognized talent who stays because they love the company than an invisible one who leaves because they never felt valued.