Networking in a digital age

As the digital world continues to develop and it seems that more and more of our communication takes place online, over email or via social media is the art of networking face-to-face becoming obsolete? The growth of social media and other networking applications such as crowdfunding sites has undoubtedly led to employees spending longer in front of their screen and less time out meeting contacts, peers and clients face-to-face. Unarguably, online has opened up many businesses to otherwise unreachable international markets and information that would have previously taken weeks to research is now available at your fingertips. The growth in this technology has opened up many alternative commercial channels for businesses, large and small; however, it has also meant that employees now spend time sifting through vast swathes of information – making decisions as to what is useful and what is not.

Networking is an important skill

As the tide of social media has continued to grow there has also been a growth in the number of people discussing the need for face-to-face meetings and nurturing those so-called softer skills of networking and developing relationships. Interestingly, Julia Hobsbawm has long heralded the need for businesses to maintain more face-to-face contact and the need for employees to “come out from behind their screens “ and actually meet people. She has such weight within the business community that the Cass Business School based in the City, London have recently made her their inaugural, honorary Professor of Networking. Julia has long argued that the process of building networking skills is integral to the development of a solid, productive team, that networking is less of a soft, additional skill and that is should be brought to the forefront of business skills that firms should be demanding from their employees. Proving that an ability to network matters and can make a difference to the bottom line of a firm takes the skill swiftly away from its lightweight roots or comical images of standing alone in a conference room with a handful of business cards and takes it into the realms of relevant, contemporary business thinking. 

Larger firms recognise the need to network

Hobsbawm argues that, in fact, it is a disservice to think that employees don’t want to or aren’t capable of networking in this way. Large businesses such as BT and Regus have proven business techniques that show that in order for employees to work at their best, face-to-face contact is required. They ensure that new managers go out and meet all their teams – even though their corporate policies rail against “unnecessary travel”. To run a successful business is obviously a far more intricate operation than employing people to sit behind desks connecting through their PC’s. Employees should, and need to be encouraged to take the opportunity to network as and when they can. Hobsbawm comments that these opportunities may also come from the most unusual of places, but are necessary in order to push those employees onto the next stage of their career (and prevent them from becoming disillusioned). Businesses themselves need to aspire to be dynamic and forward thinking – they must remember to look beyond their own walls and engage with the wider world. 

Networking whether it is in your social circle, with peers at a curated external networking event (such as those run by the CIPD), or at a focussed business to business conference or exhibition should be a firm and regular fixture of any business. Starting a relationship online is great, but the cement that will hold and build that business relationship into a longstanding, mutually profitable one will be done face-to-face.