How do you create opportunities for new hires to network and build relationships with colleagues outside of their immediate team? What's one successful approach?

Question

Effective networking is crucial for new hires to thrive in their roles and organizations. This article presents practical strategies for fostering connections among new employees, drawing from expert insights in the field. Learn how to create a welcoming environment that encourages collaboration and relationship-building across departments.

Ahmad Faiz · Answer

I don't think about "networking" in a corporate way. My crew is my team, and everyone has to be able to rely on each other. The most successful approach I've found to bring in a new guy is to have him work on a few different crews for his first month.
My process is simple: for the first few jobs, I won't put a new hire with his direct crew leader. I'll put him with a different guy. This allows the new hire to get a feel for a different style of working, and it gives him a chance to meet people outside of his main team. It also gives him an on-the-ground mentor whom he can call with a question later without feeling like he's bothering his boss.
This approach has led to much less turnover and a much stronger crew. The new guys get a chance to build a relationship with someone they can trust, and it makes them feel a lot more connected to the company as a whole. The crew leaders get to teach and to see the work ethic of the new guy, which builds trust and accountability. It's a simple process that makes us all a lot more cohesive.
My advice to other business owners is this: you don't need a formal networking event to build a good team. The best way to create opportunities for people to build relationships is to get them to work together. The work itself is the best team-building exercise there is.

Raj Baruah · Answer

Cross-functional project mentoring with structured relationship building has proven to be the most effective approach — specifically pairing new hires with experienced colleagues from different departments on meaningful 30-60 day projects that require genuine collaboration rather than superficial networking events.
I assign new hires to cross-departmental mini-projects within their first month that address real business challenges. For example, a new marketing hire might partner with someone from sales and operations to analyze customer onboarding friction points. 
Working relationships develop organically through shared problem-solving rather than forced social interactions. New hires build credibility by contributing to solutions while learning how different departments operate and interconnect. These collaborations create lasting professional relationships based on mutual respect and shared accomplishments.
Each project includes weekly check-ins with both the new hire and their cross-functional partner, plus a final presentation to relevant stakeholders. This structure provides mentorship opportunities, relationship touchpoints, and visibility across the organization for new team members.
A new operations hire partnered with someone from customer service to streamline product return processes. The collaboration not only improved our return workflow but also created a strong ongoing relationship where they regularly share insights about operational efficiency and customer experience improvements.
These partnerships often generate process improvements and innovative solutions that wouldn't emerge from single-department perspectives. New hires contribute fresh thinking while experienced colleagues gain different viewpoints on familiar challenges.
We track relationship development through informal feedback and observe ongoing cross-departmental collaboration after projects conclude. Successful pairings often lead to continued knowledge sharing and support that enhances overall organizational communication.
The approach works because it creates genuine reasons for interaction and mutual benefit rather than artificial networking situations that feel forced or superficial to both new and existing employees.

Max Shak · Answer

When I reflect on my early career, I recall how isolating it felt to join a new company and only truly know the people on my immediate team. You would pass others in the hallway or sit across from them in the lunchroom, but meaningful connections rarely occurred unless the company was intentional about it. That experience stayed with me when I began building my company. I didn't want our hires to simply "fit into a role" — I wanted them to feel part of a larger community.
One of the most successful approaches we've implemented is what we call "cross-collaboration sessions." Instead of limiting onboarding to HR and their manager, new hires are introduced to colleagues from other departments through small, project-based meetups. For example, a new marketing hire might sit in on a brainstorming session with product and design teams. They aren't expected to contribute significantly at first, but they gain a sense of how other teams think and operate. What begins as observation often sparks curiosity and conversations that naturally evolve into relationships.
I recall one hire who joined our customer success team. During their first month, we paired them with someone in engineering for a shadow session. Initially, it seemed unrelated to their role, but it gave them a deep appreciation for the technical side of what they would be supporting. Months later, that same connection developed into a valuable feedback loop — customer insights flowing directly into product improvements — because those two had built trust early on.
What I've learned is that new hires don't just need introductions; they need shared experiences. Networking isn't about providing someone with a company org chart — it's about creating moments where people collaborate, even briefly, on something meaningful. Those shared touchpoints accelerate a sense of belonging, which in turn helps improve retention and team cohesion.
We've observed that when new hires are given intentional opportunities to connect beyond their immediate circle, they don't just settle into their jobs more quickly — they contribute to the culture more fully, because they already feel part of something larger.

Matt Lasker · Answer

Supporting networking opportunities for new hires is more effective when it happens naturally, rather than through forced relationship-building. One idea I have found beneficial is creating space for cross-functional "buddy chats" during their first month on the job. While mentorships are formal, "buddy chats" are short, casual conversations with someone in another area. This helps new hires experience the organization, particularly how the business fits together, early in their new role, while we step away from the role or group dynamic.
For example, I recently hired a new virtual assistant and set up opportunities for her to have brief visits or great chat time with our sales and operations contacts, as her responsibilities would realistically focus on research. That experience not only gave her context, developing early relational connections, but it also supported her confidence to eventually work with those people.
The key is intentional diversity — we need to create opportunities for new employees to cross functional boundaries. If someone only connects within their work area, they may never gain a perspective on the whole employee experience or the company itself. Making space for small conversations to develop across functional boundaries helps relationships develop organically.

Vasilii Kiselev · Answer

We think about relationships like we think about education — meaningful relationships develop when they are intentional. Remote teams experience isolation when networking is left to chance, which is why we build in opportunities for connection across departments. 
One thing we have found especially effective to do this is through "open check-in circles." Just like we run weekly check-ins with students and parents, we have built a similar rhythm into our check-ins with staff. New hires join cross-functional sessions with agendas that go beyond project updates and include time to share what's going well, what seems challenging, and even a little personal win from the week. Those conversations help break down the silos and develop a felt sense of belonging.
I remember one new marketing team member who connected with our teacher in a check-in when they discovered they both shared a passion for visual storytelling. What started as a side conversation grew into a collaboration that transformed how our curriculum is presented online. 
The results are evident. Instead of taking months to figure out how to "find their people," new hires are feeling connected and integrated within the first few weeks. Networking doesn't have to take the form of forced activities, but can also comprise creating real opportunities for authentic conversation. That's where trust and innovation start.

Skandashree Bali · Answer

We host cross-team "pet meet and greets," where new hires bring their pets or spend time with colleagues' pets in a relaxed setting. This shared experience naturally sparks conversations beyond work, helping them build authentic relationships across departments. It's been one of the most effective ways to foster connection and belonging from day one.

Jeremy Golan SHRM-CP, CPHR, Bachelor of Management · Answer

Even if HR is creative, onboarding can be tedious, and few people look forward to it, even if they are ecstatic about landing a new role. I have found that food smooths all edges, and sharing a meal creates lasting friendships. The best way to do this is to rent a private room — at a restaurant, perhaps a hotpot spot — and have everyone introduce themselves. Since it takes place off-site, people tend to let their guard down and get to know staff members outside of their immediate department.

George Fironov · Answer

We've found tremendous success implementing cross-functional rotations for new hires across our organization. This approach allows team members to directly collaborate with colleagues from product and operations departments on real business challenges, creating organic networking opportunities outside their primary team. The rotations have proven especially valuable for developing interdepartmental communication skills while simultaneously building meaningful professional relationships. This structured exposure to different parts of the business gives new employees a broader perspective and helps them establish connections they might otherwise not develop for months or even years.

Rick Elmore · Answer

One of the best things we've done is host casual "walk and talk" mornings once a month. I'll grab a box of fresh pastries from the local bakery and a big thermos of coffee, and we invite everyone to step outside for a short walk together before work starts. 
It sounds simple, but there's something about moving side by side instead of sitting around a table that makes conversation flow more naturally. New hires get to chat with people they might never cross paths with otherwise, and they usually come back smiling and a little more relaxed. It's a low-pressure way to connect as humans before diving back into the day's work, and honestly, I look forward to those mornings just as much as they do.

Rita Zhang · Answer

Building relationships beyond one's immediate team is critical for new hires because it helps them feel integrated and accelerates their sense of belonging. One successful approach I've used is organizing cross-departmental coffee chats during the onboarding process. Instead of leaving networking up to chance, we schedule short, informal meetings where new hires are introduced to colleagues from different departments. 
These sessions are structured enough to provide guidance but casual enough to encourage authentic conversation. The coffee chats typically involve two or three colleagues at a time and are framed around both professional and personal topics. For example, we'll ask participants to share what their role entails, but also a fun fact, a hobby, or a piece of advice for navigating the workplace. This creates natural touchpoints for connection beyond just work tasks.
The impact of this approach has been noticeable. New hires consistently report feeling more comfortable reaching out across teams, whether for collaboration or simply for advice. Over time, these early connections blossom into mentorships, friendships, and stronger collaboration across the organization. Personally, I've also found that these interactions help highlight the company culture. They expose new hires to different communication styles, leadership approaches, and team dynamics, giving them a more holistic view of the workplace. That perspective helps them adapt faster and feel invested in the broader mission of the organization.
One of the best outcomes was when a new hire connected with someone in another department during these chats and later collaborated on a cross-functional project that brought fresh ideas to both teams. That initiative might never have happened without the intentional opportunity to connect.

Ben Schwencke · Answer

The simplest and most effective way to encourage cross-team networking is to discourage people from working through their lunch break.
Lunch breaks are perfect for socializing and relationship building, feeling far more organic than any forced team building initiative.
Giving people time to sit, chat, and genuinely connect simply cannot be replicated, and lunch breaks are designed for this purpose. This works particularly well when offices have shared kitchens, cafeterias, or outside spaces with seating.
Eating lunch at your desk, either alone or with immediate colleagues, vastly limits one's social reach, preventing people from building cross-team connections.
Naturally, this is easier said than done, especially when organizations implicitly discourage lunch break utilization. Indeed, many managers track their employees' lunch breaks, ready to punish offenders the moment they return.
Instead, give staff the freedom and flexibility they need during lunch, providing tacit permission to network outside their immediate department and expand their social networks.

Maurice Harary · Answer

We create networking opportunities by ensuring my co-founder and I are personally involved in the onboarding process for all new hires. We want employees to know they can connect with leadership from day one! Something that has really worked for us has been how we've established communication channels through multiple platforms — Slack, email, messaging, etc. Group meetings and one-on-one discussions break down barriers and make new employees feel at ease when they need to reach out to their coworkers and peers in any department.

Jonathan Dunnett · Answer

One of the things I would suggest is creating opportunities for groups with shared interests or even company events (during work hours) for employees to connect with each other. This could be fairly low-tech (e.g., a dedicated Slack group) or even a special event at a company gathering to allow those with shared interests to get together.
By showing a shared interest, this can easily help break outside of normal social groups while still allowing for a comfortable way to interact with new colleagues. It should be an opportunity, though, not a mandated activity: people have to opt into it.

Mike Fullam · Answer

I host recurring roundtables where employees from different departments join for structured discussions. Each session has a clear theme, such as customer experience, emerging technology, or efficiency challenges, but the emphasis is on cross-team dialogue rather than reporting updates.
For new hires, this is a low-pressure way to meet senior leaders and peers they wouldn't normally interact with. It also sets the tone that collaboration and open communication are valued at every level.
These roundtables have been successful because they move beyond casual introductions, giving employees a shared problem or idea to focus on, which builds lasting connections.

Steven Rodemer · Answer

New hires benefit from a structured mentorship program that pairs them with colleagues outside their direct team. A mentor provides guidance while introducing the new hire to other professionals in the firm. This creates immediate connections and a sense of belonging.
In practice, mentors set up short coffee meetings or informal check-ins with other departments. These interactions help new hires see how their role fits into the larger picture.
The result is stronger collaboration, faster integration, and greater engagement. A mentorship system ensures relationships develop naturally instead of leaving it to chance.

Building Connections: How to Foster Networking for New Hires

Building Connections: How to Foster Networking for New Hires

Rotate New Hires Through Different Crews

Implement Cross-Functional Project Mentoring

Create Cross-Collaboration Sessions for New Hires

Establish Casual Cross-Functional Buddy Chats

Foster Connections Through Open Check-In Circles

Host Pet-Friendly Meet and Greets

Organize Off-Site Group Dining Experiences

Introduce Cross-Functional Rotations for New Employees

Arrange Monthly Walk and Talk Mornings

Schedule Cross-Departmental Coffee Chats

Encourage Utilization of Lunch Breaks

Involve Leadership in New Hire Onboarding

Form Interest-Based Groups for Employee Connections

Conduct Themed Cross-Department Roundtable Discussions

Pair New Hires with Mentors Outside Teams

Recent Posts

Search By Categories

Recommended Sites

Our Newswire Partner