Abstract:

Hybrid work alters how newcomers form relationships during organisational entry, challenging assumptions that social network development occurs through co-located interaction. While organisational socialisation research emphasises structured onboarding and newcomer proactivity, less is known about how these processes interact to shape social network development in hybrid contexts. This study integrates organisational socialisation and social network perspectives to examine how newcomers develop workplace networks during hybrid onboarding.

A qualitative single-case study was conducted within a UK business school, drawing on 20 interviews with newcomers and managers and 18 egocentric network surveys. Preliminary findings identify three mechanisms: formal and collective tactics as relational infrastructure, insider-initiated support as relational activation of proactivity, and digital communication spaces as sites of information seeking and network sensemaking.

The study suggests hybrid socialisation operates as an interactional process in which organisational structures create relational affordances that are activated through reciprocal behaviour, offering implications for HRM onboarding design.

Please choose your submission type: Developmental Paper

Primary Track: Human Resource Management

Keywords: Strategic HRM;Future of work, technology & Innovation;Training and development

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Ms. Mara Hilmy