Employee Activism

Employee activism is the topic of the CERC Dialogue between Yijing Wang, Erasmus University Rotterdam, and Serena Ceccarelli, Sanofi.

A dual perspective, academic and professional, to address a theme of growing impact on internal communication dynamics.

The opinion of Yijing Wang, PhD, Professor, Erasmus University Rotterdam 

In my view, employee activism is no longer a marginal phenomenon. Across industries, employees are raising their voices on issues ranging from climate change to diversity and inclusion. What was once seen as disruptive dissent is now a powerful source of corporate renewal. 

To give a concrete example, our research, conducted together with CERC and based on a survey of more than 300 employees in Italian companies, shows that employee activism thrives when employees feel psychologically safe to speak up and see their leaders as open, accountable, and authentic. Thus, employee activism is less about rebellious individuals and more about the climate organizations create.

Beyond these empirical findings, we often see that employees are generally willing to talk about social and environmental issues inside their companies, but far fewer take the step toward concrete actions such as organizing petitions or protests. In other words, organizations are succeeding in cultivating conversations, but they often fail to convert these into collective action: structural barriers still hold employees back from acting on their convictions.

Another interesting observation is that when employees see their organization as already authentic and aligned with values, their drive for activism decreases. Put differently, if employees trust that the company is “walking the talk,” they feel less need to mobilize for change. 

I would argue that leadership activism also plays a powerful role. Employees are more inspired to speak up when they see leadership modeling activism in a visible and credible way. But again, this mostly boosts communication rather than direct action.

What does all this mean for organizations? First, employee activism is here to stay, reshaping the social contract at work. Second, companies should invest in cultivating a supportive voice climate and transparent communication, because this is where activism begins. Third, bridging the gap between voice and action requires structural support, such as clear advocacy channels, resource groups, or leadership endorsement, that empowers employees to act on their values. Finally, leaders must recognize that their own activism sets the tone.

Looking ahead, I believe employee activism will increasingly define the relationship between organizations and their people. Employees want to contribute not just as workers but as citizens, bringing their full values, concerns, and aspirations into the workplace. Companies that embrace this shift will not only strengthen trust and engagement but also position themselves strategically in a world where social responsibility is non-negotiable. 

The opinion of Serena Ceccarelli, Corporate Communication, Employee Engagement & CSR, Sanofi

I truly believe that employee activism represents a fundamental shift in workplace dynamics that forward-thinking organizations can no longer ignore. This phenomenon has become particularly relevant in the last decade, driven by increased social consciousness, digital connectivity, as well as global movements like climate action and social justice that have permeated corporate boundaries. 

When employees advocate for causes aligned with corporate values, they act as authentic brand ambassadors that no marketing budget could replicate. Employee activism drives innovation, when engaged employees are more likely to propose and implement positive changes, furthermore it is a powerful way for attracting and retaining talent, especially among younger generations who seek purpose-driven work. 

In terms of internal communication, employee activism represents both a challenge and an opportunity. It requires a more transparent, two-way communication model that fosters genuine dialogue. When employees feel their voices are heard and their values respected, it creates a deeper sense of belonging and commitment to the organization.

What makes employee activism particularly powerful is its ability to bridge personal and professional branding, a win-win approach for both employees and the company. When employees feel empowered to champion causes they believe in, they bring their whole selves to work. This authenticity translates to deeper engagement, innovative thinking and stronger cultural cohesion.

However, this journey isn't without challenges. The primary concern for many organizations is reputational risk. There's a delicate balance between encouraging employee voice and maintaining organizational focus. Critical to this journey is the provision of comprehensive training and support programs that equip employees with the skills, knowledge, and confidence to effectively channel their activism. Yet, the greater risk lies in ignoring employee activism altogether.

Looking ahead, companies that successfully integrate employee activism into their culture will likely see benefits in areas ranging from talent acquisition to product innovation. The key lies in creating frameworks that channel this energy constructively while aligning with organizational goals. This isn't merely about social responsibility, it's about strategic business positioning in a world where stakeholders increasingly demand corporate citizenship.

In the modern era employee activism has evolved from a potential disruption to a key driver of corporate culture and business success.