It’s a question I’ve been asked three times in as many months: should we pay employee advocates and ambassadors to influence on behalf of the brand?
It’s not a silly question. When brands are increasingly turning to employee advocacy to reach new audiences more authentically, it’s only natural for both leaders and employees to wonder whether influence deserves financial recognition.
To get a broader view, I ran a poll on LinkedIn. I was surprised by the result:
- 48% said no
- 38% said yes
- 13% said it depends
You can see the poll and comments here.
What stood out to me was how many people were open to the idea of paying. That told me it’s time we started having a more honest conversation about what recognition really looks like in employee advocacy.
Paying for shares risks the wrong behaviour
At first glance, performance-based incentives sound fair. A certain number of likes, clicks or shares equals X pounds. But the minute we link cash to content, we risk encouraging the wrong behaviour.
I’ve seen it happen when leaderboards become the focus. People chase the top spot for the badge. They share without reading, post without context, and comment for the sake of it. That’s not what good advocacy looks like. It’s not authentic, and it doesn’t build trust. Kerry Howard, Portfolio People Director agrees:
"To pay, could water down the content and creativity, and the message could lose its authenticity."
Which matters, because 76% of people say they’re more likely to trust content shared by individuals over brands (Sprout Social). If we lose that trust, we lose the very thing that makes employee advocacy powerful in the first place.
Some of the responses to the poll reflected this too. Many felt that once money enters the equation, the content risks losing its authenticity. There's a sense that advocacy should come from genuine pride in the company, not just a financial incentive.
Spot the spark, then lean into it
Sometimes, you see someone inside your organisation who’s just naturally brilliant at telling stories online. They might start building a following that outpaces your corporate channels. I know that makes some leaders nervous.
I’ve heard things like, “shouldn’t they be selling instead of making videos?” But maybe their current role isn’t the right place for them. Maybe they’re showing you a skill you hadn’t noticed before.
That’s how roles like technology evangelists emerged at SAP. Employees who were naturally influential were supported to grow in that direction. They were given the space to create, speak and represent the brand in a way that felt authentic. It wasn’t about forcing them into a different role, but letting them evolve into one that fit their strengths.
Global Employer Branding expert, Sang-Kyun Park, commented with his support:
"They should receive the time to do the advocate work during their working time. So technically it is not paid extra but their work as ambassadors will not come on top of their main job."
When it becomes an “extra job”, that’s when frustration builds. That doesn’t necessarily mean paying more, but it does mean designing roles more mindfully.
A better alternative: invest, don’t pay
Instead of thinking in terms of hard cash, what if we focused on investing in our top advocates?
That’s exactly what Royal Mail did. Everyone who joined their advocacy program got a laptop sticker. As they contributed more, they received recognition through branded hoodies and other small rewards. It might sound simple, but these kinds of thoughtful touches can have a big impact.
James Kelley, Business Development Director, SAP SuccessFactors supports this view too:
“Personally, I think advocates should be recognised, maybe with merchandise or swag. When money is involved then it becomes awkward - and then any ‘posts’ lose a bit of authenticity.”
When employees feel seen and appreciated, they’re more likely to go the extra mile. In fact, recognition is proven to motivate, provide a sense of accomplishment and feel valued (Gallup).
By investing in meaningful recognition and offering opportunities for employees to grow their personal brand, companies can build stronger, more authentic advocacy without the need for financial incentives.
Beyond swag, here are 7 ways we’ve seen companies invest in their employee influencers:
- Run workshops to help them refine their video or writing skills
- Invite them to events as internal storytellers or behind-the-scenes reporters
- Give them direct access to leadership to shape content and campaign ideas
- Use paid media to boost their posts to new, relevant audiences
- Nominate them for industry awards or speaking opportunities
- Support their personal brand development with coaching and feedback
- Create formal roles for those who thrive in this space, like employee evangelists
In my LinkedIn post comments, a few people also mentioned that motivation doesn’t always have to come from money. Recognition, support, visibility and development can go a long way. The key is to think about what really incentives and drives engagement for your people.
Keep building your influencer pipeline
One risk I see too often is relying on just a handful of standout voices. They’re visible, high-performing, and easy to lean on. But what if one of them leaves? Employee-shared content gets 8 times more engagement than brand-shared content (Forbes), so losing even one key advocate can have a big impact.
That’s why it’s so important to think about your pipeline. Do your influencers reflect your tech priorities? Your target industries? Your geographical regions? Your EVP pillars? If not, you’re putting a lot of weight on a small group of people.
If you already have a formal employee advocacy programme in place, you’re ahead of the curve. But staying ahead means thinking about long-term talent, not just quick wins.
Employees notice how you treat external influencers
This is the part that gets a bit awkward. Most employees are aware of what brands spend on external influencers. The hotels, flights, speaking fees. Some even help organise it. So it’s no surprise when they start to ask, “If I’m getting the same results, why am I not getting the same recognition?”
It’s a fair question. According to Statista, in 2024, approximately nine billion U.S. dollars were spent on influencer marketing in the United States. That’s a huge spend, often directed externally.
However, advocacy is built on belief not transactions, and it’s what makes a programme sustainable. That doesn’t mean you do nothing. Investing in those efforts shows employees you value them just as much as any external voice.
On the flip side, Michelle Goodall, Marketing Consultant, Speaker and Trainer, offers some advice on balancing recognition with tangible rewards for employees who contribute significantly:
"As with all forms of employee referrals, there should be room for discretionary bonuses/additional compensation if there is attributable new business and new customer acquisition."
Her point reminds us that while recognition is key, there can be a place for performance-based incentives when employees are directly contributing to new business or customer acquisition.
So… should we pay employee advocates?
I don’t think so.
But should we recognise them? Yes.
Should we invest in them? Without a doubt.
Should we treat them as part of our brand and business strategy? 100%.
Employee advocacy isn’t a cost-saving exercise. It’s not free media. It’s about unlocking the voices that people already trust and supporting them to grow. If you want your advocacy programme to last, to scale, and to make an impact, don’t focus on payment. Focus on investment.
