HR Leaders Debate Employee Personal Branding: Freedom Versus Governance

Senior human resources leaders at three major Indian organisations have said companies should actively support employees in building personal brands on platforms such as LinkedIn, provided that clear boundaries are established around confidentiality, social media conduct, and alignment with organisational values. The views were published by HRKatha on 21 September 2026.

Sanjay Bose, Executive Vice President – HR at ITC Hotels, said personal branding and organisational responsibility can coexist if three conditions are met. Employees must not publicly express views that directly conflict with their employer's stated positions; they must remain within the company's social media policy; and organisations, in turn, must recognise the limits of their own authority. Bose drew a direct line between confidential information and personal professional knowledge, arguing that the latter cannot legitimately be restricted by an employer. He stated that "an organisation employs an individual's services; it does not acquire ownership of their professional wisdom."

KA Narayan, President – HR at Raymond, agreed that personal branding should be encouraged but stressed the need for a formal governance structure. He said Raymond has developed social media guidelines in partnership with its corporate communications team specifically to reduce reputational risk without suppressing legitimate employee expression. Narayan acknowledged the difficulty of drawing that line in practice, describing the situation as "a tightrope walk." "Organisations that get it right will benefit from the visibility and credibility their employees build. Those that get it wrong may find that the personal brand comes at the cost of the organisational one," he said.

Ashu Sawhney, Chief Human Resources Officer at DCB Bank, described a different approach: creating internal platforms designed to give employees structured opportunities for visibility. He cited initiatives including regional recognition forums, a programme called DCB Spotlight, and an annual Movers & Shakers awards as mechanisms through which employees share achievements publicly, often tagging the bank on social media. Sawhney argued this produces a mutually reinforcing outcome. "Individual success stories strengthen the organisational brand, and the organisation, in turn, provides credible platforms and opportunities for employees to build authentic professional identities," he said.

All three executives agreed that the boundary between permissible personal expression and content that could harm the employer requires ongoing clarification. Narayan noted that "guidelines need to be socialised across the organisation, and the boundaries between sharing professional views and potentially damaging the brand need to be made clear."

The discussion reflects a broader shift in how organisations are approaching employee visibility, as LinkedIn activity, panel appearances, and public commentary increasingly extend an employee's professional identity well beyond the walls of a single company.