Strategic networking for HR people

Human Resources magazine editor Kathy Young spoke with two seasoned recruiters on how HR professionals can build meaningful connections to advance their careers.

The networking paradox facing HR professionals today is stark. While we’re experts at connecting others within our organisations, many of us struggle to build strategic networks for our career advancement.

Drawing from their extensive experience placing HR professionals across New Zealand and the United Kingdom, senior recruitment consultants Kirsty Clarke and Sandy Eaton, from Beyond Recruitment in Wellington, offer us here some practical strategies that can transform how HR professionals approach networking, both for immediate career needs and long-term professional development.

Understanding What Networking Really Means

Before diving into tactics, it’s crucial to frame what networking actually entails.

“People, particularly when they’re in a job that feels fairly secure, become a little complacent around the networking piece,” says Kirsty, Manager – Human Resources and Executive Search Wellington. “They can get very myopic around the deliverables of their actual role and lose sight of the broader professional trajectory of their career.”

The first misconception to address is that networking is solely about meeting new people. In reality, much of effective networking involves reconnecting with existing relationships. “It’s about leveraging existing relationships, continuing those and investing in those,” says Sandy, Regional Manager. This includes former colleagues you may not have spoken to in several years; people who already know your work quality and professional character.

People, particularly when they’re in a job that feels fairly secure, become a little complacent around the networking piece.

For HR professionals, networking naturally encompasses both internal stakeholders within your current organisation and external connections across the profession. Both categories deserve attention, though the intensity and volume of your efforts may vary, depending on whether you’re actively job seeking or building longer-term professional relationships.

It’s about leveraging existing relationships, continuing those and investing in those.

Mapping Exercise

Effective networking requires the same systematic approach you’d apply to any HR initiative. Kirsty and Sandy suggest starting with a mapping exercise that identifies your target connections across two main dimensions.

Existing relationships: Begin by auditing your current professional network. Who are the main people in your area who know your work? Which former colleagues have moved to organisations or roles you find interesting? Create a spreadsheet tracking these connections, noting when you last connected and any relevant context about their current situation.

Aspirational connections: Next, identify people working in roles or organisations you aspire to join. Kirsty suggests, “If you’re a senior HR advisor wanting to move into an HR business partnering role, research professionals already operating in that space. Study their career trajectories, the organisations they work for, and the approaches they take to their work.”

Sandy recommends storing comprehensive contact information: “It’s worthwhile storing their name and phone number along with any key details you know about the company, or what the relevance is.” This prevents the awkward situation of recognising a name without remembering the context of your connection.

Kirsty and Sandy also suggest partnering with credible, trusted professional recruiters. “This is critical to job search as part of the process of building a career pathway from HR intern to chief people roles,” says Sandy.

DIGITAL NETWORKING

LinkedIn remains the professional networking platform of choice, but many HR professionals underuse its potential. The idea is to treat it as a professional directory rather than a social media platform.

Profile optimisation: Your LinkedIn profile should present a professional, approachable image. Use a high-quality headshot – not a selfie –showing you as friendly but professional. “No wine glasses,” Sandy emphasises, highlighting how seemingly obvious mistakes can undermine your professional brand.

The “About” section of your LinkedIn profile deserves particular attention. Rather than simply copying your CV, craft a narrative that explains your career interests and includes relevant keywords. “That ‘about’ section is important regardless of whether you’re job hunting or not, because if you’re sending an invitation to somebody to connect, that’s probably the first and only bit that they’ll look at,” explains Kirsty.

Connection strategy: Never send blank connection requests. Craft personalised messages that identify who you are, why you’d like to connect, and include a clear call to action.

Ongoing engagement: Join relevant LinkedIn groups to raise your professional profile and stay current with industry discussions. Look for groups that align with your specialisation areas and participate meaningfully in conversations.

MASTERING IN-PERSON NETWORKING

Some HR professionals may find networking events uncomfortable, but they remain valuable opportunities for building meaningful connections. The important thing is preparation and realistic expectations.

Preparation: Before attending any event, research the topic and speakers. Develop thoughtful questions or opinions you can share. Questions like “What’s brought you here today?” or “What do you think about this aspect of the presentation?” can help to open up engaging conversations, says Kirsty.

Quality over quantity: Focus on making genuine connections with two or three people rather than trying to meet everyone. “Even if you only stop and talk and make a genuine connection with two or three people at an event, that is fine,” Sandy says. And avoid the temptation to spend the entire event talking to colleagues you already know.

Managing the exit: Learn to gracefully extract yourself from conversations that aren’t productive. Simple phrases like “I need to go and get a drink” or “I need to go and have a talk to a few other people” can help you move on without causing offence.

New Zealand’s cultural tendency toward modesty can make networking feel uncomfortable, but rejection is rarely as devastating as we imagine. “What can happen is that somebody ignores you, doesn’t come back, or says ‘thanks so much, I don’t have time to meet at this stage’,” explains Kirsty. “That’s the actual worst thing that will happen.”

The solution is volume and vulnerability. Reach out to multiple people and be genuine about your interests and goals. As Brené Brown’s research on vulnerability suggests, authentic connections happen when we’re willing to be open about our professional challenges and aspirations.

Remember that most people are focused on their own concerns rather than judging your networking efforts. “Most people are not thinking about you,” Sandy says. “Everyone’s predominantly just concerned about themselves.”

Using Your Skills

HR professionals have a distinct advantage in networking. Our roles provide natural opportunities to connect others across the organisation. This relationshipbased function can become a powerful networking tool when used strategically.

Kirsty shares the example of Lucy, who worked in communications but wanted to transition to HR. Through a recruiter’s introduction, she connected Lucy with the National Manager of HR Operations within her organisation. This internal connection provided valuable insights about realistic career paths and required skills, information that would have been difficult to obtain through external networking alone.

As an HR professional, you can similarly connect colleagues with other functional areas, creating goodwill and demonstrating your value as a networker. This approach positions you as someone who builds bridges and facilitates connections, qualities that enhance your professional reputation.

Coffee Culture Advantage

In our coffee-centric professional culture, the simple invitation “Can I buy you a coffee?” opens doors effectively. This approach works because it frames networking as a mutual exchange rather than a one-sided request for help.

Sandy explains, “People feel that you’re not just asking for something, you’re also offering something.” Even if the person declines the coffee, the gesture demonstrates thoughtfulness and professionalism.

FOR THE LONG-TERM

Effective networking isn’t a one-time activity but an ongoing professional practice. Whether you’re currently job searching or building long-term relationships, the strategies and tactics remain the same, only the volume and intensity vary.

Sandy advises HR professionals in stable roles to focus on maintaining existing relationships and gradually expanding their network. For those actively job seeking, increase the frequency of your outreach while maintaining the same strategic, relationshipfocused approach.

The investment in networking pays dividends throughout your career. As Sandy notes about entry-level professionals, “We’ve had multiple cases where people have been temping at reception, and they’ve been saying hello to people all day. And guess what, they get picked up as the entry-level people that go into vacant roles.”

Move Forward With Confidence

Remember that networking is ultimately about building genuine professional relationships that provide mutual value. Approach each connection with curiosity about the others’ experiences and share your own insights. With consistent effort and focus, networking can become a natural extension of the relationship-building skills you already use in your HR practice.

The main thing is to start now, before you need it. As both Kirsty and Sandy emphasise, the professionals who struggle most in job searches are those who haven’t invested in networking during stable periods. Making networking a regular part of your professional routine will quite easily lead to the strengthening of your professional connections and your career.

The main thing is to start now, before you need it.