Bringing in the leaders of the future is always a priority, but an increasing challenge for firms is how to help next-generation professionals build strong networks. Traditional networking methods (drinks after work, industry events, and in-person client meetings) are no longer as accessible or appealing to younger employees. Many under-30s are finding that the routes their predecessors took to establish themselves are no longer viable in a world of hybrid working, fewer in-person touchpoints, and changing social habits.

However, the ability to build relationships remains just as crucial as ever. For firms, the challenge is not just attracting next-generation talent but equipping them with the skills, tools, and confidence to develop strong professional connections in a changing world.

For years, networking was about turning up, shaking hands, and exchanging business cards. Now, with fewer in-person opportunities and many professionals spending more time working remotely, next-gen talent needs to be more deliberate about building relationships. Digital platforms are the obvious solution, but simply adding connections on LinkedIn isn’t enough.

Firms need to ensure their teams understand the power of consistent engagement. Posting insightful content, commenting on industry trends, and participating in online discussions are all ways to establish credibility and build familiarity. People buy from people, and just as face-to-face networking builds recognition, so does showing up online in a thoughtful and professional manner. Those who engage regularly (without simply pushing a sales message) position themselves as trusted voices in their field.

However, digital networking shouldn’t replace real-world interactions entirely. Encouraging teams to combine online efforts with targeted attendance at key industry events ensures they get both visibility and the relationship-building benefits that come with in-person meetings.

For decades, networking was built around social events, often centred on after-work drinks. While these still exist, changing attitudes toward health, wellbeing, and work-life balance mean younger professionals are less likely to participate in the same way. Firms that rely on networking through social drinking alone risk excluding those who prefer different environments, or who are more mindful about how they spend their time outside work.

A more inclusive approach to networking is required. Coffee meetings, breakfast seminars, and industry-specific roundtables are becoming more popular alternatives to evening events. Firms should create opportunities for their next-gen talent to connect with industry peers in ways that feel natural and productive, rather than defaulting to traditional social habits. Encouraging participation in structured mentoring programmes is another way to help them build their networks without the awkwardness that can come with forced socialising.

One of the biggest hurdles young professionals face in building their network is the impact of remote and hybrid working. Many experienced professionals built their early careers through office interactions, overhearing conversations, and having informal chats with colleagues and clients. In contrast, a significant portion of the next generation has started their careers in an era of remote meetings and reduced direct access to senior colleagues.

The inability to cold call without being in a shared office, or to casually drop by someone’s desk, means firms need to provide structured opportunities for interaction. Internal networking is just as important as external networking, and ensuring teams have regular chances to collaborate in person fosters stronger working relationships.

Where remote working is the norm, firms should facilitate introductions, encourage attendance at in-person training days, and create touchpoints that replicate the organic conversations that happen in an office setting. Virtual coffee meetings, internal forums, and structured buddy systems all help to ensure that next-gen employees don’t feel isolated and are continuously expanding their professional circles.

The best networking strategies combine both digital and real-world elements. Firms need to help their teams master both, rather than expecting traditional approaches to still work in isolation. Employees who understand how to leverage LinkedIn, post relevant content, and engage with industry discussions online will always have an edge. Those who also make the effort to attend key events, contribute to industry conversations, and meet people face-to-face will find their networks deepen more quickly.

Ultimately, networking is about visibility, credibility, and relationships. Helping the next generation of leaders to establish themselves in an evolving professional landscape requires a more intentional approach. Firms that equip their employees with the right mix of digital tools, structured networking opportunities, and real-world experiences will ensure their teams can build the networks they need to thrive.