Networking: What HR Leaders Need to Know

Networking has always been a powerful career tool, but in today’s world of hybrid work, digital connections, and evolving etiquette, the way we network has changed dramatically. For HR professionals, understanding these shifts is not just useful, it is essential. Effective networking builds stronger teams, accelerates employee growth, and boosts employer brand.

Yet many employees are still approaching networking in ways that do not match modern expectations. Whether it is blasting out generic LinkedIn messages, waiting until they desperately need a job, or relying only on virtual platforms, poor networking habits can stall both individual and organizational success.

So what does good networking look like in the new age, and how can HR leaders help embed it into workplace culture?

How to improve networking skills?

Be specific, not generic
Tailored outreach always stands out. A personalized LinkedIn message or thoughtful question shows genuine interest, while boilerplate messages fade into the noise. As one career coach put it: “If you’re going to ask for 15 minutes of their time, show that you spent 15 minutes of yours.”

Balance friendliness with professionalism
Bonding over hobbies can help, but professionalism must remain central. In person, this might mean limiting alcohol at events. Online, it means maintaining a polished digital presence, from LinkedIn posts to video call backgrounds. Even a simple handshake, or a neat and professional appearance, can signal confidence and credibility.

Dress for the industry
Whether networking online or in person, dress expectations vary by sector. A suit may work well in law or finance, while in tech it could look out of place. Encourage employees to match industry standards, with a subtle step up.

Do not wait until you need a job
Networking is not a quick fix when times get tough, it is an ongoing investment. Employees should nurture relationships continuously, not just when they are seeking opportunities. HR leaders can encourage this mindset by embedding networking into development programs and team rituals.

Do not make it all about you
Successful networking is about noticing people, not just knowing people. Asking thoughtful questions and listening carefully is more powerful than delivering a polished elevator pitch. Encourage employees to think about what they can offer in return, not just what they can gain.

Be mindful of the ask
Networking is transactional, but balance matters. Asking a close colleague for help is different from approaching a distant connection. Keep requests clear, targeted, and realistic. And always follow up with gratitude.

Best practices for Networking when Remote Working

Before the pandemic, much networking happened organically through chance conversations by the coffee machine or spontaneous introductions during office visits. Remote and hybrid models disrupted this flow, making networking a conscious, rather than casual, effort.

Gen Z employees in particular feel the gap: only 23% say remote work is important to them because they fear missing out on career development and networking opportunities.

HR leaders can help bridge this gap by creating intentional opportunities such as:

• Virtual Coffees: Short, informal online catch-ups designed to build relationships across teams or functions.
• Online Talks and Events: Encouraging staff to attend webinars and digital conferences to expand networks and spark new ideas.
• LinkedIn Engagement: Supporting employees in building a visible online presence, which boosts both their personal brand and the company’s.
• Team-Building Days: Making the effort to bring hybrid or remote teams together in person to strengthen internal connections.

How can HR professionals improve Networking in an organisation?

Networking is not just about helping employees find their next role, it is about building resilience, cohesion, and opportunity within the organization. HR professionals can:

• Coach employees on networking etiquette from tailored outreach to maintaining professionalism.
• Provide platforms and time for networking both internally and externally.
• Model good networking behavior by building HR’s own external relationships and sharing best practices.
• Embed networking into development by pairing mentoring with networking opportunities.

The Bottom Line

Networking has evolved, and so must our approach to it. In an era where hybrid work has removed casual opportunities and digital platforms dominate, HR leaders play a critical role in equipping employees with the skills, confidence, and opportunities to connect meaningfully.

For individuals, networking remains a pathway to growth. For organizations, it is a strategy for engagement, collaboration, and expansion. When done well, networking is not just about who you know, it is about building a culture where people feel seen, supported, and connected.

If you would like to explore how to create networking opportunities as part of your talent and attraction strategy, get in touch with us at OrgShakers today.