Optimize the Greatest Tool of the Professional Trade: LinkedIn

Authors : Bentley Hamm and Rachael Lusk 

It is fair to say that most professionals have a good working knowledge of LinkedIn (LI). If you do not, it is in all probability something you have identified as a tool that you would like to learn more about for purposes of expanding your professional reach. Or you may be someone entirely new to LI (yes some of you still exist), however you too have acknowledged that you would like to learn more about this amazing social networking tool.

Regardless of whether you are a novice, intermediate, or an expert, most professionals agree that LI is an incredible digital platform. This knowledge comes with the added awareness that with some practical and well-intentioned strategies the end user can harness the powers of LI to effectively optimize their LI profile.

Two Distinct Yet Related Applications of LinkedIn

My co-author and Subject Matter Expert (SME) on all things LI, Bentley Hamm, CMO and Chief Strategist of Hammerhead Business Solutions (HBS) and I will present two applications for LI as it relates to the optimization of profiles for the Human Resources (HR) Professional. Both concepts centre around brand optimization with the key differentiator being the respective areas of focus. 

First, company brand positioning. In this scenario the HR practitioner strives to support their client/company as an employer of choice on LI by highlighting key differentiators including, however not limited to, company/client mission, purposes, ethics, and community outreach. All of these elements work together to drive the client/organization’s unique culture, a significant component in effective organizational branding. The end goal is the strategic and directed leveraging of organizational talent management strategies. 

Second, build your personal brand, by positioning yourself as a “thought leader” in your chosen field(s) of HR. In this regard HR Practitioners build momentum around their own personal and unique brands whether they are currently employed or are serving as talented professionals in transition. You never know when the tides of business will shift, and you may be left on the outside looking in wishing you had built yourself into the position of SME/thought leader to leverage in your time of need. This application of LI also applies to emerging and evolving HR Consultants/Contractors/Fractional Professionals.

Not Your Run of the Mill Social Media Tool

One of the basic principles that can be lost in the milieu of information available concerning LI is that it is not a regular social media tool. In fact, it is a professional networking tool that can be leveraged to further your professional and/or business reach through creating content, direct messaging (DM’s), and most importantly - relationship network building with fellow professionals you may not otherwise have contact with. The end goal of these activities is not to only self-promote, but rather, and this may be a bit of a surprise to some, to gain an increased understanding of others. This is a platform that truly adopts the adage that topics are geared more toward the end user than yourself. And by employing this strategy you invariably create visibility for yourself.

To fully implement this strategy, it begins with an understanding of how to best leverage your profile to emphasize what is valuable to others and then how to best disseminate this information through LI. In this regard, some poignant questions that several authors, including Bentley, have employed on the generation of content are as follows.

  • Does this add business value?
  • Does this add personal and professional growth value?
  • Is this a good use of my network’s time and am I building a better business relationship with this content?
  • Does this content make people respect me (and my business) more?
  • What is the purpose of this, and will this alienate anyone? If so, maybe the content is better served for a social media platform.

Keyword Application

Once appropriate content is determined, industry specific keywords should be employed to improve your profile results in searches. This culminates in a profile that is viewed as increasingly professional because of this emphasis on the application of industry specific language, thereby driving LI Profile Optimization. Ever-increasing LI optimization results in greater potential for visibility in searches made by others. The end goal of increased profile optimization, as agreed upon by Bentley and other like minded experts, is increased exposure.

LinkedIn is the 14th (at the time of writing) most visited website in the world. Resulting in the various search engines view LI as one of the leading authorities in algorithm ranking value. The  importance of this ranking value for a user with a well optimized LI profile is significant. Searches for industry specific information will in all probability have your profile listed in the search results, garnering you professional credibility nearly impossible to reach on your own.  

The LI Algorithm is'' drawn” to profiles that it views as complete. A perk of this increased digital presence is that you draw in a greater number of professional networking opportunities. As an outcome of this, professionals like yourself want to partner with you because they readily and clearly understand your skills, gifts, and talents and how they can benefit from further collaboration with you.  

Content Generation

Now that we have identified the importance of a solid profile on LI because it is deemed complete by the algorithm with the inclusion of industry specific terms, we need to expand our reach further. This is accomplished by delving in to further content creation for use within the context of the LI user’s profile. Let’s review now some of the key elements to include in a LI profile. This discussion is relevant whether you are completing this exercise for your professional reputation, or the company you represent. 

In each of the areas addressed under content the main goal is to continue to ensure the inclusion of keywords. This ensures we can effectively leverage the LI algorithm for purposes of maximum exposure. It is fair to say that entire courses and books are written on the subject of LI content, however we will attempt to briefly describe the most relevant areas here.

* Source: LinkedIn - 73% of business decision makers will research you in the evening and early morning hours.

Bentley’s advice: Your LI profile is a representative of your professional self when you are being researched in those hours. When optimizing your profile, ask yourself this question, “If I were researching myself, is this a professional I would network with, hire, or buy services from?”

Your Profile Photo and Banner

Respectfully this is not the place to depict to your audience your diligent efforts at the gym. Instead use a high quality, professional photo whether of yourself or a key person or aspect of the company/client you are representing. Incorporate a non-distracting background in your profile photo that presents you with a professional image for yourself or your employer/client. 

The LinkedIn Background Photo, AKA “Banner” is one the most important pieces of real estate on your profile. When people view your profile, this is the very first thing they see. Your banner is your split second opportunity to create curiosity for the viewer to want to know more. The text should speak directly to the person or potential client whose attention you are trying to attract and make them want to know more about you.

Headline and Summary

Arguably this may be one of the most critical elements of your profile. Consider it your “elevator” pitch. It is your “opening line” at what is really a 24/7-365 virtual networking event. It captures what you do in a clear and concise manner. There is some room for elaboration in the summary proceeding the headline but again like the headline the summary should be concise yet impactful.

Experience and Skills

Treat this section as a walking, talking brochure of your company/client’s assets or more specifically organizational culture. What makes them amazing and why someone would want to join the team of professionals you are representing on behalf of your employer/client. 

In the case of the individual, treat this section as a walking, talking resume, listing your experiences in chronological order. Ensure you also reference your soft skills (e.g., communication and collaboration, etc.) as well as hard skills (e.g., compensation design, project management, HRIS, etc.). For example, you may be the best HRIS Analyst in the world. However, without the focus on soft skills, such as teamwork and conflict management, which may be deemed critical to success in a role such as this your profile could potentially be overlooked.

Testimonials and Recommendations

This cannot be underestimated. We tend to be drawn to people, places, and things that others find desirable. This can be effectively communicated in this section by others. If you work on a project with someone or if your client has supported an incredible initiative, get people to talk about it and comment on it. And heck there are absolutely no judgments here by both Bentley and Rachael if you decide to write it and then upon receiving approval from your source post this detail on behalf of the individual or organization.

Misc. Relevant Groups, Customized URL, and

As mentioned, there is so much to be said on creating amazing content with the end goal of truly leveraging the power of the algorithm of this very powerful professional social networking tool. Considering the space here, though, we will cap our discussion with honorable mentions on several additional LI sections that could be whole articles in and of themselves. 

One, ensure you join relevant groups to add greater credibility for yourself and attract more viewers to your profile. As an added benefit the more you comment and post content in the groups you have joined the greater your visibility and subsequent visits to your profile for yourself or the client/company you represent. 

Two, wherever possible do not use the URL code automatically generated by LI. Instead customize your URL so it includes your name and/or other distinguishing features. 

Next Steps

If you would like to learn more about LI and other Social Media Tools geared towards profile Optimization for Business and Personal there are many courses as well as great supporting articles and research on the subject. 

The one challenge is that it of course can be overwhelming due to the volume of materials available. Sometimes it is helpful to have an expert lend a helping hand. 

If this is something you would like to learn more about, please feel free to register for one of Bentley’s FREE LinkedIn webinars today

Bentley Hamm

Bentley is the founder of Hammerhead Business Solutions, a pioneering business development and marketing agency in Calgary, AB, specializing in service-based businesses. Drawing on unparalleled experience from his previous venture in the specialized trucking industry, Bentley has a knack for uncovering unique selling points that elevate businesses to become industry leaders. A motorcycle enthusiast and avid hiker, he combines creativity and deep industry insights to craft authentic connections that drive exceptional results. Passionate about mental health and suicide prevention, Bentley is dedicated to empowering young men to become examples for others, and fostering stronger communities.

 

Rachael Lusk

A results-oriented HR/OD Professional, Rachael Lusk is building her consulting business with Hammerhead Business Solutions while also maintaining her position as the Business Unit HR Manager at Westrock in Calgary, AB. Rachael is committed to building strong relationships through collaboration to serve as a committed HR/OD consultant in support of enhanced talent management and training solutions focused on engagement and regulatory matters with Fractional Solutions. Rachael has worked in various industries across both Canada and the US, including Fortune 500 companies, unionized and non-unionized, as well as the private and public sectors.
 
 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



The Power of Sponsorship: Advancing Women’s Equality in Action by Calgary Chapter Committee

By Jessica Jaithoo • August 21, 2026
Each year on August 26th, Women’s Equality Day offers an opportunity to reflect on progress toward gender equity while recognizing the work that remains. While legislative milestones have helped create a more equitable foundation, the lived experiences of women in today’s workplaces tell a more nuanced story. To explore this further, we invited a group of women leaders to share their perspectives on equality in practice, the barriers that persist, and the actions needed to drive meaningful change. Their responses highlight both the progress made and the opportunities ahead. Contributors: Chelsea Harper, Director of Human Resources, Stoppler Hughes Christine Dagenais, Founder and CEO, Bright Wire Leadership Development Connie De Ciancio, Chief Commercial Officer, Strathcona Resources Michelle Dulmadge, Executive Vice President Human Resources, Surerus Murphy Rosy Makkar-Sethi, Portfolio Head of HR, Volaris Group Sabrina Brock, Vice President Human Resources, TriSummit Utilities Inc. To guide the discussion, we asked each contributor to reflect on three questions: What does women’s equality truly mean to you in today’s professional or leadership context, beyond formal policies or stated commitments? From your experience, what structural or cultural barrier continues to limit women’s advancement, and where do you see the greatest opportunity for progress? What is one action by leaders or organizations that can meaningfully advance women’s equality, and why does it matter now? Across responses, women’s equality was described not just as a policy outcome, but as a lived experience of fairness, recognition, and opportunity. As Chelsea shared: “It requires acknowledging that women have historically been conditioned differently in the workplace and society. The goal is to build workplaces where women are valued, compensated, and developed equitably enough that gender eventually becomes irrelevant to the conversation.” Connie emphasized fairness in assessment: “It is when people are genuinely assessed on their capability, judgment, performance, and leadership potential, not on assumptions or labels. It is not about lowering the bar or advancing someone because of gender; it is about making sure the best person has a fair opportunity to step forward and be recognized.” Sabrina reflected: “It is the experience of truly feeling valued for who you are as a professional and as a leader, where gender is not a topic of conversation. It also means being surrounded by more women in senior leadership roles due to equal access to stretch roles, equivalent tolerance for risk-taking, and performance judged by the same standards.” Despite progress for women in the workplace, certain barriers remain and are often invisible to those who have not experienced it. Chelsea reinforces the deeper context behind these challenges: “A true commitment to women’s equality requires acknowledging that history and understanding how deeply it still impacts confidence, negotiation, leadership presence, and career progression today.” Rosy names it directly: “A persistent barrier I continue to see is the reliance on subjective notions of leadership potential, often shaped by familiarity and unconscious bias. In my experience, this disproportionately impacts women, and even more so women of colour, whose strengths and leadership styles may not align with the traditional model. I have seen how this can limit access to opportunity despite clear capability and performance.” Subjectivity, when left unchecked, defaults to familiarity. Familiarity tends to favour the dominant group even when it is not intentional. This habit will continue to be consequential in the workplace. Sabrina offers a common example of how this bias shows up in practice: “If the behaviour is assertiveness, men may be seen as strong, confident, decisive leaders; however, when a woman behaves that way, they may be seen as aggressive, difficult, or abrasive.” The good news: Michelle calls for organizational accountability. “When equity is treated as a business discipline, not just a values statement, it becomes measurable and sustainable.” Christine adds the human dimension: “Real progress happens when women stop waiting for permission and start taking their seat at the table and when men in leadership actively sponsor and advocate for women, not simply as a diversity initiative, but because it strengthens teams and organizations.” Together, they point to the same truth: meaningful advancement requires both systemic intention and individual confidence. These examples are not seeking for exception, but consistency. Women want to be seen clearly, assessed fairly, and given the same opportunities to rise, or stumble, that their peers receive without having to ask. Building on this, one theme emerged clearly in how contributors see progress taking shape: the importance of sponsorship. Respondents highlighted the impact of leaders actively advocating for capable colleagues - particularly those who may not yet recognize their own potential or have had opportunities to demonstrate it. Rosy emphasizes the role of leadership influence, noting that “When leaders use their influence to advocate for women in succession discussions, critical assignments, and promotion decisions, opportunities for women increase significantly”. Similarly, Michelle reflects on the tangible impact of sponsorship in practice: “In my career, the moments that accelerated growth were when a leader put my name forward for something I had not yet been given the chance to prove at scale. Those decisions build confidence, capability, and visibility in ways that formal development programs cannot”. The urgency of this approach is reinforced by Connie, who notes, “This matters now because organizations need the strongest possible leaders, and they cannot afford to overlook capable people who may simply need a push to step up.” Christine expands on this broader organizational impact, stating “The leaders who understand this do not see equality as a favour or a quota. They recognize, as research continues to show, that advancing women’s equality is a strategic advantage. And importantly, they understand that creating greater equality is not a zero-sum game. When women rise, organizations, teams, and communities benefit alongside them.” Collectively, these perspectives highlight key actions: sponsorship, creating meaningful opportunities for growth, and encouraging individuals to recognize and step into their potential. Advancing women’s equality requires intention, advocacy, and action - turning insight into impact by championing talent and ensuring no potential goes overlooked.

Before the Title: HR's Role in Growing Leadership Capacity

By Jessica Jaithoo • August 19, 2026
Author: Kanwaljit Chaudhry We often begin developing leaders after we have given them something to lead. Someone is promoted into their first supervisory role. They join a leadership development program, receive coaching, attend workshops, or are paired with a mentor. All of these can be valuable. But by then, leadership development has already been happening. Long before the title arrives, people are learning how to exercise judgment, influence others, navigate disagreement, take responsibility and make decisions when the answer is not obvious. The question for HR is: Do we have to wait for the title to help those capabilities grow? Create opportunities, not just programs Some of the most valuable leadership development happens through work itself. A stretch assignment. Leading a small project. Presenting an idea to senior colleagues. Coordinating people who do not report to you. Navigating competing priorities. Being trusted to make a decision rather than simply carrying one out. None requires a management title. HR can help organizations look at development as not only as courses people attend, but as experiences people need. That may mean encouraging managers to distribute meaningful opportunities rather than repeatedly turning to the person who is already proven. It may mean designing project work so different employees have opportunities to lead. It may mean making mentoring, coaching or job-shadowing available before someone enters a formal leadership pipeline. The objective is not to make everyone a manager. It is to give more people opportunities to build capabilities that will serve them whether or not formal leadership is their eventual destination. Make room to learn from experience Experience alone does not necessarily create development. Two people can go through similar experiences and take very different things from them. What often makes the difference is the opportunity to reflect: What worked? What didn't? What did I notice about myself? What would I do differently next time? HR can help make those conversations part of development rather than leaving them to chance. A manager checking in after a difficult project can ask more than, “Did we deliver?” A mentor can help someone examine why a conversation went differently than expected. A performance discussion can explore not only what someone accomplished, but how they influenced others, exercised judgment or responded when things became uncertain. These are relatively small interventions. But they help turn experience into learning. Notice leadership before it becomes obvious There is another role for HR: helping organizations broaden what they notice. Potential does not always announce itself loudly. The person who volunteers to coordinate a complicated piece of work may be demonstrating leadership capacity. So might the employee who brings people together when a team is stuck, asks the question no one else is asking, helps a colleague succeed without needing credit, or remains thoughtful when everyone else is rushing toward an answer. If we look for leadership potential only among those who already resemble our current leaders, we may keep finding the same kinds of people.  Creating broader opportunities allows capability to become visible before we decide who has it. Pay attention to what the organization teaches Organizations are also developing future leaders when they are not deliberately trying to. Employees notice who gets promoted. They notice what behaviour gets rewarded, whose ideas receive attention and what happens when someone makes a mistake. They notice whether managers share information or protect it, whether difficult conversations are avoided or handled respectfully, and whether asking for help is treated as good judgment or weakness. These observations become lessons about what leadership looks like here. HR influences many of the systems through which those lessons are reinforced e.g., performance management, recognition, development, succession planning and promotion among them. That makes an important question worth asking: What are our people learning about leadership from the way our organization actually works? The answer may tell us as much about our leadership pipeline as any competency framework. Before the title Leadership development does not have to begin with a leadership program. It can begin when someone is trusted with something slightly beyond what they have done before and supported while they figure it out. It can happen when a manager shares the reasoning behind a difficult decision rather than only communicating the outcome. It can happen when someone gets to lead a project before they have people reporting to them. And it can happen when an employee has someone who helps them make sense of an experience rather than simply move on to the next task. HR cannot manufacture leaders. But HR can help create workplaces where people have opportunities to practise judgment, responsibility, influence and reflection long before a title makes those things part of their job description. Perhaps the question is not only “Who are our future leaders?” It is also: “What are we doing today that gives future leadership capacity a chance to emerge?”

What HR Leaders Are Telling Us Their Organizations Need Right Now

By Marina Perkovic • July 22, 2026
At the CPHR Alberta Conference, we asked HR leaders one question: What leadership capability matters most for the future of your organization? Leaders picked up a star and placed it beside their answer. By the end of the conference, HR leaders cast 131 votes across 16 capabilities. Three stood out, with two tied for first place. Here is what they told us. What the Data Showed The capabilities on the board came from Bright Wire's PLUS Leadership Framework, a proprietary model built to define what effective leadership looks like across every level of an organization and is organized across four dimensions: Courageous Coach-Like Disciplined for Results and Relational The results below reflect the capabilities HR professionals believe matter most. 
MORE NEWS