Most brands still think about employee-generated content (EGC) the way they thought about it five years ago – a nice-to-have involving a few enthusiastic employees posting on their own LinkedIn profiles.
It is often filed under employee advocacy rather than marketing. That thinking is now costing those brands. The old version of EGC involved employees posting about their company, usually on LinkedIn, without much structure or support.
The modern version is different. Companies are now building employee content systems where content created by employees is published on the brand’s own social channels, such as Instagram and TikTok, alongside everything else the brand produces.
Companies such as Woolworths, Kmart, Sephora and PwC are already bringing their people into the content mix rather than treating them as a side project.
Audiences are looking for something many brands are struggling to provide: a credible human perspective.
We have become increasingly sceptical of polished corporate messaging. Influencer content can also feel transactional when the relationship between the creator and the brand is clearly commercial.
At the same time, AI is making it easier than ever to produce more content, but not necessarily content that people trust.
But employees offer something different.
They live and breathe the organisation. They know the products, culture and customers because they experience them every day. That gives them a level of credibility traditional brand messaging simply cannot match.
However, brands cannot just tell employees to ‘start creating reels’ and expect magic. A phone does not automatically make someone a content creator.
A successful employee content channel requires structure.
First, brands need to identify the role EGC will play within the wider content ecosystem.
Employee content may explain complex products, showcase workplace culture, answer common customer questions, share industry expertise or provide a human perspective on company news.
Without a clear purpose, EGC can quickly become a collection of disconnected videos passed between marketing, communications and HR, because no one wants to own it.
Second, participation must be voluntary and inclusive.
Not every employee wants to become a public-facing creator, and no one should feel pressured to do so. The goal is to identify employees who are comfortable contributing and offer different ways for them to participate.
Third, brands need to make participation easy.
Employees already have full-time roles. Expecting them to develop concepts, write scripts, film content and navigate approvals alone is unrealistic.
The strongest programs provide clear content prompts, practical training, video editing support and simple approval processes.
Employees should be guided, but not scripted so heavily that their personality disappears.
This balance matters because the value of EGC comes from employees sounding like people , not spokespeople.
Yes, it sounds obvious, but many companies need to be reminded because friction can quickly arise.
Brands also need to think carefully about how they measure EGC, because its impact can extend far beyond social media performance.
It can strengthen trust, improve recruitment, support sales conversations, increase employee pride and help customers better understand the business.
EGC is not an ad hoc project. It is an ongoing journey that requires companies to give their teams the training, confidence a…