Netwealth is an ASX‑listed, fast‑growing FinTech organisation combining technology, superannuation and administration in one award‑winning platform.
Above all, we exist to inspire people to see wealth differently and discover a brighter future. Our next‑generation technology empowers advisers and investors to achieve more, and we’re proud to be recognised as one of Australia’s most innovative FinTech businesses.
Talent Function
Netwealth’s Talent Acquisition and Employee Experience function is a lean, in‑house team focused on supporting growth and building our market profile. While recruitment sits at the core, the role of the team is broader than that; shaping how people experience Netwealth from their first interaction and across the employee lifecycle.
The team brings together talent, employer brand and employee experience in a practical, joined‑up way. Supported by the right systems and processes, this approach allows us to scale thoughtfully while keeping the experience human, consistent and true to who we are.
Problem Statement
Like many organisations, Netwealth had a clearly articulated EVP. However, it largely lived in messaging and assets rather than in visible, employee‑led stories. From a TA perspective, this created a credibility gap. Candidates were increasingly sceptical of polished employer branding, while employees were unsure how, or whether, to share their own experiences publicly.
Strategic Alignment
NetVoices, a formal Employee Advocacy Programme was designed and launched to enable our employees to share authentic stories of their experience at Netwealth, in their own words.
The programme supports business objectives by strengthening employer brand credibility in a competitive talent market, reinforcing a culture of transparency and employee voice, and enabling TA to move from broadcasting EVP messages to activating them through lived experience.
By embedding advocacy within the Talent Acquisition and Employee Experience strategy, NetVoices helps ensure the way Netwealth presents itself externally is consistent with how work is experienced internally and improves candidate understanding of what working at Netwealth actually feels like.
Goals & Success Metrics
Primary Goals
- Enable employees to confidently and authentically share their experiences of working at Netwealth
- Activate the EVP through lived stories rather than centrally produced content
- Strengthen employer brand credibility with candidates and the broader talent market
Quantitative Metrics
- Participation and engagement with the NetVoices employee advocacy programme
- Volume and consistency of employee‑generated content over time
Qualitative Metrics
- Employee confidence and sentiment around sharing stories publicly
- Perceived authenticity of employer brand messaging
- Hiring manager and leadership confidence in employee advocacy as a brand channel
Aspirational Goals
- Broader representation of employee voices across roles and levels
- Increased alignment between internal culture and external brand perception
Stakeholder Engagement
NetVoices required engagement across a broad group of stakeholders to ensure trust, sustainability, and appropriate governance.
Internally, Talent Acquisition and Employee Experience led the design and enablement of the programme, working closely with People & Culture colleagues to ensure alignment with employee experience outcomes. Senior leaders were engaged early to provide sponsorship and confidence around brand and risk, while employees across the organisation were positioned as the owners of their own stories, not as content contributors to a central narrative.
Externally, LinkedIn was the primary platform through which employee advocacy content was shared, allowing participation without introducing additional technology or complexity.
Roles and responsibilities were deliberately clear: TA & EE owned the framework and guardrails, leaders reinforced psychological safety, and employees retained full ownership of what they chose to share.
Internal Stakeholders
- Talent Acquisition & Employee Experience (programme design and delivery)
- People & Culture colleagues (alignment with EVP and employee experience principles)
- Senior leaders (programme sponsorship and risk assurance)
- Employees across the organisation (programme participants)
External Stakeholders
- LinkedIn as the primary external platform where employee advocacy content is shared
Roles & Responsibilities
- Talent Acquisition & Employee Experience led the design, governance, and enablement model
- Leaders supported participation and reinforced psychological safety
- Employees retained full ownership of their stories, within agreed EVP guardrails
NetVoices required engagement across a broad group of stakeholders to ensure trust, sustainability, and appropriate governance.
Approach / Actions Taken
Design & Planning
NetVoices was designed as a capability‑building initiative rather than a campaign. The focus was on reducing friction and uncertainty for employees who wanted to share their experiences but lacked confidence or clarity.
Technology / Tools
No dedicated advocacy platform was introduced. LinkedIn was used as the primary channel to keep the barrier to entry low and participation accessible.
Processes / Methods
Key elements of the approach included:
- Clear EVP guardrails to define boundaries without scripting content
- Practical “how‑to” resources to support content creation
- Training sessions to build confidence and remove uncertainty
- Ongoing support rather than a one‑off launch
Pilots & Validation
The programme was introduced progressively, allowing early feedback to inform refinements to guidance and resources before broader rollout.
Ethics & Governance
Participation was entirely voluntary, with no performance linkage or obligation. Clear guidance addressed confidentiality, appropriate content, and equity of voice, ensuring authenticity without compromising trust or compliance.
Communication Plan
NetVoices was positioned internally as a safe space, not a pressure exercise. Messaging reinforced that stories could be small, imperfect, and personal, and that authenticity mattered more than polish.
Outcomes & Results
Quantitative Outcomes
- Sustained participation in the employee advocacy programme
- Consistent employee‑generated content aligned to EVP themes
Qualitative Outcomes
- Increased employee confidence in sharing authentic experiences
- Greater credibility of employer brand messaging
- Stronger alignment between internal culture and external perception
Unexpected Benefits
- Employees using NetVoices content to build their own professional brand
- Increased internal pride and connection through shared stories
- TA shifting from content creator to enabler of employee voice
Challenges & Do‑Overs
Challenges
- Overcoming initial hesitation from employees unsure what was “acceptable” to share
- Ensuring representation across different roles and levels
- Reinforcing that authenticity mattered more than polish
Key Learnings
- Guardrails increase participation rather than restrict it
- Confidence grows through clarity and support, not pressure
- Everyday moments resonate more than curated success stories
Advice for Peers
Treat employee advocacy as a long‑term capability, not a short‑term campaign. Invest time upfront in clarity, trust, and enablement, and resist the urge to over-engineer or over-polish.
Next Steps
NetVoices continues to evolve through ongoing refinement of resources, encouragement of broader participation, and deeper integration with Talent Acquisition and Employer Brand activity. The focus remains on sustainability and representation rather than scale for scale’s sake.
