4 different ways brands are using social to build an employer brand

In 2025 79% of job seekers used social media as part of their job search, meaning it’s harder than ever to stand out to the talent you’re trying to reach. In just a few scrolls, people form a lasting impression of you as an employer and whether you’re worth considering in their job hunt.

Social works best when it’s shaped by your own goals, not another brand’s playbook. You need to be intentional about what you post. One of the biggest mistakes we see brands make on social is copying what someone else is doing.

For every client we work with, we start in the same place: a Social Strategy Foundation. This is where we define: 

The framework is consistent, but the results aren't because no two organisations are trying to achieve the same thing.

Here are 4 examples of how this plays out in practice.

Sector: Hospitality

Aim: Build a sense of community and belonging across a large, diverse EMEA workforce (internal audience across multiple markets)

What we’re doing: Using social as an internal-first community platform

For a global hospitality brand, social isn’t about reach or volume. It’s about creating a sense of belonging - giving their people a space to see themselves reflected, share relatable moments, and feel part of something bigger than their individual store or team.

We’re currently launching a public-facing Instagram account designed primarily as an internal communications channel, with content created by employees, for employees. The goal is to foster a sense of community across a large, diverse EMEA workforce, mirroring a model that already exists successfully in North America.

Almost all content will be user-generated, powered by a Brand Champions programme, with a steady cadence that prioritises consistency over scale. As the account grows, external audiences will naturally find it, but the foundation is clear: this is a shared space, not a broadcast channel. Content will range from employee spotlights to the small details that make work feel personal, designed to feel community-led and created by the people living the experience day to day.

The team is closely involved in shaping what appears on the channel, with regular check-ins to sense check its tones and themes as we scale the account. We’ll be operating with a steady content rhythm, while leaving room for reactive moments that will keep the account feeling fresh.

Sector: Retail

Aim: Establish a clear group identity and consistent social presence for internal and external audiences

What we’re doing: Laying the foundations for scaleable, in-house social

For another client, the priority is quite different. They’re at an earlier stage in defining their social presence, with activity that has historically been more ad-hoc than strategic.

Our focus has been on launching new LinkedIn and Instagram channels under a new group identity, bringing together multiple well-known consumer brands under one roof. Success in year one won't be aimed at viral moments, but building consistency with clear content series, regular posting, an initial follower base, and a stronger understanding of the group identity.

The strategy has been designed with an endpoint in mind. After 12 months, the channels will be handed back, established, structured, and ready to run in-house.

In the first year, our role is hands-on as we build the framework, set the rhythm, and run regular content planning sessions to embed structure. Over time, that shifts toward ensuring the internal team’s confidence to run the account independently.

Sector: Retail

Aim: Increase the impact and credibility of employer brand content among LinkedIn audiences and prospective talent

What we’re doing: Scaling employer brand through employee advocacy

One large UK retailer is using social to unlock advocacy at scale.

Through a Brand Champions programme, employees are being briefed in workshops to create content for their personal LinkedIn profiles. The strongest of these posts will then be re-skinned and shared on the brand’s official social channels, giving individuals the opportunity to grow their personal brand while contributing to the overall employer brand performance.

The strategic goal is clear: we want employer brand content to outperform other content on the channel, even when we’re sharing one page with multiple teams. The friendly competition between cohort members is a by-product, not the driver, but it’s already creating momentum.

We run the programme in structured cohorts, with clear briefs and feedback sessions to help participants build confidence over time. It’s designed to give people direction without scripting them, so their voice stays personal while the strategy stays aligned.

Sector: FMCG

Aim: Maintain a strong, consistent employer brand presence across a global social audience over time

What we’re doing: Prioritising quality and focus over volume

Finally, for a long-standing FMCG client, social has always been about consistency over time. After years of in-person shoots, EVP work, advocacy programmes and always-on content, the cadence has reduced, but the strategy hasn’t shifted.

It’s a mature social presence built on trust, quality, and a clear understanding of what the audience expects. There are fewer posts now, but each one is more considered. Having worked together for several years, the relationship runs on mutual trust and a shared understanding of what works.

Content planning is collaborative, with space for bigger strategic resets when needed, while the day-to-day delivery feels steady and established.

The platforms, cadence and content might look different, but the starting point is always the same. When you define what social is for before deciding what it looks like, strategy becomes adaptable, resilient, and far more effective.

There’s no one-size-fits-all approach to employer brand social, and that’s exactly the point.