Employee generated content is a marketing term for something your team may already do. Below: what employee-generated content is on LinkedIn, how it differs from employee advocacy, why it works, and nine example posts by role.
What employee-generated content is, and what it isn't
The terms get mixed up. Here's how the three compare:
| Employee-generated content | Employee advocacy (resharing) | User-generated content | |
|---|---|---|---|
| Who creates it | Employees | The company; employees reshare it | Customers |
| Whose words | The employee's | The company's | The customer's |
| Where it lives | The employee's LinkedIn profile | The employee's profile, as a reshare | Anywhere |
| Example | An engineer explains what she learned shipping a feature | Ten people reshare the launch post | A customer reviews your product |
Many employee advocacy program examples now mix the first two: the company picks the topic, and each person writes about it from their own seat. That's also how employee thought leadership starts, one specific post at a time.
Why it works on LinkedIn
Employee generated content on LinkedIn works because people follow people. When an engineer or a support lead writes about their work, their network sees a colleague, not an ad.
It also reaches people sales never meets. A B2B buying committee includes finance, IT, operations and end users, and many of them never take a sales call, but they may follow someone on your team.
9 examples of employee-generated content on LinkedIn
These employee advocacy examples cover different roles, so you can show them to your team as a starting point or use them as employee advocacy LinkedIn examples for a pilot. Every company and person below is fictional.
1. Software engineer: what shipped this week
Who: Maya, a backend engineer at Plinthwise, an inventory software company.
Maya
Backend engineer at Plinthwise
We shipped bulk barcode imports this week, so warehouse teams using Plinthwise can load a supplier's whole catalog in one go. For a site with 4,000 products, that's an afternoon of typing gone.
It almost slipped. Test files with accented product names came out garbled because one supplier exported in an old Windows encoding, so we added a step that detects the encoding before parsing.
If you've wrestled with CSV encodings, I'd love to hear the worst one you've met. Ours is now a test case.
Why it works: It pairs a result with the problem behind it, so other engineers learn something too.
2. Customer success manager: the question customers asked most
Who: Daniel, a customer success manager at Tillgrove, an expense management tool.
Daniel
Customer success manager at Tillgrove
The question customers asked me most this month: why does an expense show as approved but not reimbursed? It deserves a proper answer.
At Tillgrove, approval and payment are separate steps. A manager approves the expense, then finance runs a payment batch, usually once or twice a month, and the money only moves then.
Two settings help. Finance can show the next payment date on the dashboard, and employees can get a notification when their batch is paid.
Why it works: It answers a real question in plain words, and the answer was already sitting in the support inbox.
3. Account executive: a lesson from a lost deal
Who: Rosa, an account executive at Bellwick, an HR software company.
Rosa
Account executive at Bellwick
I lost a deal last month that I was sure we'd win. The demo went well, our champion loved Bellwick, and the pricing worked.
What I missed was their IT lead. They asked about single sign-on on the second call, and I answered with a link to our docs. Three weeks later, the company chose a vendor whose security review had started on day one.
Now I ask on the first call who else needs to sign off, and I book time with IT before any proposal. It adds a week to some deals and saves others.
Why it works: Admitting a loss stands out, and the lesson is practical for other salespeople without naming a customer.
4. New hire: three things that surprised them in their first 90 days
Who: Omar, a product designer at Roadlark, a route-planning tool for delivery fleets.
Omar
Product designer at Roadlark
I joined Roadlark as a product designer 90 days ago. Three things surprised me.
First, designers sit in on support calls every week. A dispatcher told us our route map was unreadable in bright sunlight, and we shipped a high-contrast mode a month later.
Second, nobody presents finished work. We share rough screens on Monday and argue about them by Wednesday, which saves me days.
Third, the drivers are the real experts. One ride-along shift taught me more about our app than any spec.
#ProductDesign
Why it works: A new hire's honest first impressions say more about a team than a careers page, without reading like a job ad.
5. Founder or CEO: saying no to a feature request
Who: Grace, cofounder and CEO of Corbelline, a scheduling tool for field service teams.
Grace
Cofounder and CEO of Corbelline
Last quarter, our three biggest customers asked for the same feature: invoicing built into Corbelline. We said no, and I want to explain why.
Invoicing looks simple until you meet sales tax rules in dozens of states and the accounting tools every customer already uses. Doing it well would have taken most of our engineers for six months.
Instead, we spent six weeks on a two-way sync with the accounting tools our customers use most. Completed jobs now become draft invoices there, and two of those three customers say they prefer it.
Why it works: Explaining a decision shows customers and candidates how the company thinks.
6. Hiring manager: what the open role is really like
Who: Tomás, an engineering manager at Marrowgate, a data pipeline company.
Tomás
Engineering manager at Marrowgate
I'm hiring a senior backend engineer for my team at Marrowgate. Before you read the job description, here's what the work looks like.
About half your week goes to our ingestion service, which moves data from customers' databases into their warehouses. The rest is on-call improvements, code review, and pairing with support when a pipeline breaks in a new way.
You'll be on call one week in six, and we fix noisy alerts before adding new ones. We work remotely across European time zones and meet in Lisbon each spring. If that sounds like your kind of work, my messages are open.
Why it works: Candidates get the details a job description leaves out, from their future manager.
7. Marketing manager: one practical takeaway from a conference talk
Who: Hannah, a marketing manager at Tallowfield, a procurement software company.
Hannah
Marketing manager at Tallowfield
I came back from a B2B marketing conference in Chicago with one practical idea. Build each case study around the objection buyers raised before signing.
The speaker's team asked sales which concern came up most in lost deals, then rewrote their case studies so the first paragraph answered it in the customer's words. Their salespeople started using case studies earlier in the cycle.
At Tallowfield, the objection we hear most is that switching procurement tools means retraining every approver. This month I'm interviewing two customers about exactly that.
#B2BMarketing
Why it works: It gives readers one idea they can use tomorrow and shows how the author is putting it to work.
8. Operations lead: a process the team changed
Who: Victor, the operations lead at Wrenmoor, a booking platform for clinics.
Victor
Operations lead at Wrenmoor
We changed how our team at Wrenmoor onboards new clinics. It fixed a problem I'd ignored for a year.
New clinics used to get a different setup depending on who picked up the account. Some got a two-hour call, some got a document, and a few got neither until something broke on day one.
Now every clinic gets the same three steps: a 30-minute kickoff, a shared checklist, and a check-in on their fifth day live. Last month, every new clinic took its first booking within a week.
Why it works: Process posts are rare and easy to copy, and they show buyers what working with the company is like.
9. One product launch, three posts
Who: a product manager, a support lead and a salesperson at Fennick, a project management tool, on the day it launches workload view.
Ines
Product manager at Fennick
Today we're launching workload view in Fennick. It shows each person's assigned hours for the next four weeks, so team leads can spot overload before a deadline slips. We built it after customer interviews where the same complaint kept coming up: plans looked fine until someone burned out in week three. It's live on every team plan, and I'd love feedback from anyone who manages more than ten people.
Kofi
Support lead at Fennick
Workload view went live in Fennick today, and I expect one question from our customers more than any other: how are hours counted? It uses the estimates already on each task, so if your team doesn't estimate, the view stays empty. Start with rough estimates on one project for two weeks. If you get stuck, message our support team and I'll walk you through it myself.
Jess
Account executive at Fennick
For months, prospects have asked me how we show who's overloaded in Fennick, and my answer was a spreadsheet export. Since this morning, it's workload view: four weeks of assigned hours per person on one screen. If your team keeps missing deadlines and you're comparing project tools, I'm happy to show it on your own projects in 20 minutes.
Why it works: the same launch reaches three networks with three different reasons to care, and nobody posts the same words.
This is the idea behind Postfox: one brief, a different post for each person.
How to get more employee-generated content
Make it optional, start with volunteers and your leadership team, and ask for stories rather than reshares. Give people drafts in their own voice that they can edit, and make approving take one click where they already work. Our guide on how to get employees to post on LinkedIn walks through each step.
LinkedIn employee advocacy built this way grows slowly and lasts, because people post only when they have something to say. For a tool that runs it for a small team, see Postfox as an EveryoneSocial alternative.
Can AI help write employee-generated content?
Yes, if the post is about the author's real experience, they edit and approve it, and nothing is invented. A draft that adds results or quotes they never shared puts their name on something untrue.
When a post promotes the company's products, the employment relationship must be clear in the post. The FTC explains this in FTC's Endorsement Guides: What People Are Asking. This isn't legal advice.
FAQ
What is employee-generated content?
Content employees create and publish under their own name about their work, their team or their company. On LinkedIn, it means posts on their personal profiles, in their own words.
What are examples of employee-generated content on LinkedIn?
A post about something the author shipped, a customer question and its answer, a lesson from a lost deal, a new hire's first 90 days, a hiring manager describing their open role, a takeaway from an event, or a process the team changed.
Is employee-generated content the same as employee advocacy?
Not quite. Employee advocacy often means resharing company content. Employee-generated content is written by employees, about their own work. Many teams now combine the two: the company sets the topic, and each person writes their own take.
Do employees need to disclose that they work for the company?
Yes, when a post promotes the company's products or services. The FTC's Endorsement Guides expect the relationship to be clear in the post itself, and a job title on the profile may not be enough. This isn't legal advice.
How do you measure employee-generated content?
Start with participation (how many people posted per campaign) and clicks on tagged links in your own analytics. Each author can also see their own post analytics on LinkedIn.