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Stay In By Getting Out: Networking’s Effect on Employee Retention

1/23/2025
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by John Martin, Principal, Surgical Lead Gen

Advertising is an industry known for high turnover. People often jump from one agency to another, chasing titles, raises, or better company culture. While there are many reasons for leaving a job, I want to focus on one of my favorite aspects of professional life: networking.

Specifically, networking’s potential benefits for both employees and companies. Many people, especially young professionals, don’t actively network. If they did, events like the Ad Club’s would consistently draw larger crowds. Mostly because people are “busy” with their lives, which is fair. But I’ve learned through experience that networking is more than just a time commitment—it’s an investment in ourselves, much like a gym routine or meditation practice.

Networking has brought me opportunities, friendships, mentors, and exposure to new ideas I wouldn’t have encountered alone. Sure, life gets busy, but “busy” is often an excuse for not valuing networking or recognizing its benefits. It’s about connection, relationship-building, and idea-sharing—not just linear goals like sales or referrals. Through networking I’ve gained access to parties, board positions, retreats, skill-building opportunities, and one wedding. It’s a practice that varies with intention: sometimes I have a clear agenda; other times, I aim for organic connection. Like self-development, networking isn’t perfect every time, but it’s always worth the effort.

This brings me back to employee retention. Studies show that employers who invest in development see a 58-94% improvement in retention (deel, 2024). Yet, in my experience, most companies rarely go beyond surface-level perks like a beer fridge—which, as a non-drinker, isn’t compelling. Employees are more likely to stay when they feel supported, and networking offers a meaningful way for companies to invest in them.

By encouraging employees to attend industry events, companies create opportunities for engagement beyond the office walls. And I don’t mean “forced fun” or mandatory activities; it’s about fostering a cycle of opportunity. Employees bring fresh energy and ideas back to the workplace when they feel empowered to explore and connect. To make networking successful, companies should ask employees for input on activities they value or empower someone to lead the charge in finding, organizing, and expensing outings that promote quality time and meaningful connections.

Some people may read this and say “If I encourage my employees to look around, they’ll end up finding another job.” To that I’d say, sounds like a trust issue. Trusting employees and creating an empowering environment makes them more likely to stay. Treating employees like adults, rather than expecting the worst, builds trust and fulfillment. Expecting employees to jump at the first decent offer is typically a self-fulfilling prophecy. Same goes for investing in them, as people first and employees second.

So, to employers, I ask: what do you have to lose? And to employees—see you at the Ad Club?