The signs are evident in the job market, company right-sizing activities, and reports in the business press about widespread job-security anxieties. Many people are discussing their dissatisfaction with career opportunities, underwhelming guidance and development from their managers, and a lack of confidence in their organization’s growth plans and prospects. This raises the question: When and how to approach a career advancement search? The answer primarily lies in adopting professional networking strategies that work.

No matter where you are in your career, a refresher on the most effective networking strategies can help establish a more robust, targeted, and practical pathway to identifying and pursuing new job opportunities. This is also about avoiding the most common networking pitfalls that can turn interactions with professional contacts (existing and new) into unsatisfying and brand-diminishing efforts.

The job market realities strongly suggest that a job change—whether self-initiated or company-imposed—is highly likely for most of the working population. While it may not be immediate or imminent, it can happen to you. Although talent shortages are creating many new opportunities for motivated workers, economic and job market challenges are introducing risks to the employment of many at the same time. For example:

• Layoff rates appear to be increasing, with job cuts hitting their highest year-to-date level (excluding 2020) since 2009.
• Executive-level tenure has shrunk to an average of 4.9 years, down 20% from 2013 to 2022.
• Employee engagement rates have hit an 11-year low, indicating a greater likelihood of job-seeking among many workers. With 28% of workers either “highly likely” or “likely” to seek new opportunities, that translates into increased competition for open positions.

The upshot is that being prepared to look for a new opportunity is a continuous imperative, and waiting until a job is lost can add months to a job search. That is where effective professional networking strategies fit into career planning considerations.

The power and potential of networking

The value of using networking strategies has long been promoted as the most robust approach to managing a career. Why? The age-old adage that “it’s who you know, not what you know” appears well-supported in research. This is based on the idea that managers are more likely to hire people recommended and vetted by others they trust. The most popular source of hires (after internal transfers, who are also “known” and vetted) is employee referrals. Such candidates are considered to bring a lower risk of skill or cultural mismatches.

As many as 70% of all jobs are not published externally, and between 50% and 80% of all jobs are filled through networking. LinkedIn has found that employee referrals are nine times (9X) more likely to receive a job offer, with 70% of successful candidates reporting that they had a connection inside the company where they received an offer.

Furthermore, other research has shown that companies rely upon employee referrals as a trusted source of quality hires, accounting for 30-50% of all hires. Referred candidates are also four times (4X) more likely to be offered a job than website applicants. With over 70% of U.S. employers offering a formal employee referral program, getting a leg-up by knowing someone on the inside is a must-have networking strategy.

Connect with people in your field or the field you want to work in. Networking strategies can help you learn about open positions not listed on job boards and get referrals.

Networking strategies are continuous career development endeavors

Professional networking strategies are more than a job search technique—they are career-long professional development processes. Given that it involves meeting and engaging with other professionals and exchanging ideas, guidance, and resources, it can serve as a continuous, eye- and door-opening method of discovery and growth.

Indeed.com defines networking strategies as “foster(ing) relationships with others that are mutually beneficial to the careers of you and those in your network.” They are helpful in several ways and support careers by:

• Building a personal brand and reputation as knowledgeable, helpful, and having resources of long-term value.
• Expanding one’s knowledge and expertise to stay current on business, industry, and competitive trends, news, and relevant advances.
• Helping with needed advice, counsel, and identifying resources when facing work challenges.
• Generating candidates for jobs that are difficult to fill, now and in the future.
• Learning about job openings, organizational culture, and dynamics, and potentially being referred to suitable openings.

When considering this list, it becomes evident that networking has benefits well beyond the job search. When well-executed, using a structured framework can foster long-standing, reciprocal relationships that build trust and confidence, ultimately increasing the likelihood of job referrals when needed.

General rules of networking

When building and managing a network, some “rules of the road” (or points of etiquette) should always be followed. The goal of networking strategies is to establish bonds, trust, shared values, and reciprocation so that contacts will open their “A+ network” when career or job-search assistance is needed. The critical “rules of the road” include:

• Know yourself. Before approaching new contacts, be prepared by clarifying career goals and preferences, professional skills, experiences, and strengths to leverage.
• Consider it relationship-building and management. This should never be approached as a one-stop request or as only a referral for a posted job. As the position may already be filled, the contact may be able to assist with other openings or referrals to different contacts.
• Build rapport. Seek to identify common interests, background elements (shared alma mater, family make-up, or hometown), and industry or company experiences.
• Establish trust. Create a sense that ideas, valuable insights, contacts, and assistance can and will be shared in exchange for their time and effort.
• Research the contact. Learn about the person’s background and experiences, and identify how they can provide assistance and exchange helpful information. Even if the person is an established contact, update your knowledge of their background and roles.
• Be willing to ask for help and advice. Set aside any preconceptions or feelings of shame and embarrassment. Overcome any hesitancy and pride when asking for support.
• Think of it as a career builder. This is not only a job-search technique but also a development opportunity. Seek insights into related companies or industry trends that may lead to discovering other career options.
• Do not focus on a specific job posting. Conversations should always be about building a relationship, and too often, posted positions are already in the interviewing or hiring stage. This is also more socially threatening (e.g., placing pressure on a new contact without having established trust) and less likely to elicit a response or callback.
• Plan on staying in touch. Whether old or new, contacts will appreciate updates and offers to assist. Plan to say thanks for a specific insight or connection, offer them advice or a resource that addresses a need they mentioned, or simply follow up with feedback on a connection they made on your behalf. This is crucial in building contacts that can yield professional fruit for years.
  
  

Planning on with whom and where to network

Building a network is not as intimidating as it might seem, as even new college graduates have existing networks that can be leveraged, whether or not they are recognized as such. The key is first to create a list of people with shared previous experiences—former co-workers, managers and bosses, classmates, professors or teachers, friends, relatives, and even family friends. Then identifying those who can help (and how they can assist) begins. This creates the first layer of contacts.

A second layer can be created from seemingly unrelated social connections, such as neighbors, members of religious congregations, fellow gym or sports team members, and the parents of one’s children’s classmates and playmates. Anywhere people congregate, they can meet others who may be able to assist and connect to opportunities. Networking or “MeetUp” groups can be an excellent source for contacts and connections inside or outside one’s immediate career field.

The next layer comes from professionals in similar functions and roles at any career level. Connecting with more senior-level professionals is often a goal, as their depth and breadth of experience have likely exposed them to larger networks of contacts. Actions to take include attending professional association or society meetings, conferences, and seminars. Attending career fairs can also provide exposure and connections with company recruiters, representatives, and fellow job-seeking attendees with whom job leads and ideas can be shared.

Finally, recruiters are always a meaningful connection to make, as they tend to specialize in certain professions, industries, and job levels. While many “retained” search consultants primarily handle executive-level jobs, many are used for Director and more senior-level roles, and can be worth contacting. Other “contingent” search consultants and firms typically target mid- to senior-level roles, especially in fields such as IT, technology, construction, finance, and HR.

How to manage networking effectively

1. Create a strategy

Develop a listing of industries, industry segments, and companies for which a credible transfer of skills, experiences, and cultural fit can be established in the minds of company recruiters and leaders. Prioritize organizations within a reasonable orbit of one's career experiences by mapping the industries and companies that compete in, and either supply to or feed from your current one, to create a solid list of potential organizations to target.

2. Target who to contact

Targeted networking strategies are essential to building connections within those industries and companies. This includes reaching out to and connecting with current leaders and recruiters, headhunters who serve those industries and companies, and others who can provide referrals to hiring managers and decision-makers. It also includes asking existing and new contacts during networking discussions whether they know anyone in those organizations, and providing an introduction. Follow those companies and agencies that fill their roles on LinkedIn and Glassdoor.

Seek contacts who are possible or known “centers of Influence” with close ties to family, or friends with a particular sphere of influence—a CEO, CFO, or well-established industry leader who can offer a broad range of useful connections and contacts. These “ride or die” relationships are consistent and trustworthy, and they will always take your calls. Other influential contacts might include former company executives who know you, industry experts with whom you have discussed projects at conferences or meetings, and consultants who have provided services in past projects.

3. Be prepared for different types of contact 

The nature of actual connections and conversations will vary somewhat, but the basics still apply across interaction types, including:

• Phone (voice) or video calls 
• Coffee or lunch (scheduled)
• Networking meetings – professional associations, MeetUp groups
• Social events – gym, reunions, sports 
• Random meetings – bars, restaurants, neighborhood gatherings, sporting events, or church 
• Cold contacts with connections of colleagues and former co-workers without a formal introduction 

Preparing for planned discussions and chance meetings is essential in each case. An “elevator pitch” is attractive, and a formal resume and “one-pager” are best for planned calls or meetings; having a few prepared basics for the more casual occurrences is necessary. For example, being prepared with the “General rules of networking” above will enable a smoother, more natural conversation, with those rules woven into the discussions. Remember to ask the other person(s) about themselves, their job, and their organization, and listen for areas where you can share thinking and resources to help them.

4. Have an agenda and strategy for each contact and connection

Prepare for each conversation beforehand by knowing the individual’s background, role, and company. Review their LinkedIn profile and connections to see if they have any in organizations targeted for the search. Be prepared to briefly explain your background, the types of roles and companies you are targeting, and what you will be asking for (e.g., contacts or headhunters with whom they will be willing to make formal introductions). The key is to prepare for each networking meeting as if it were a job interview.

5. Initiate and make all the logistics for calls and meetings

One of the most crucial networking strategies is to make the discussion as easy as possible so that the connection can provide optimal assistance. Schedule the call (date, time, location, or meeting vehicle). Plan to send a brief agenda, a resume, and a “one-pager” summary of skills, targeted roles, and companies, with sufficient time for them to review before the call or meeting. Have questions prepared and stick to the allotted time. Always make plans for live or virtual video calls with key or close relationships—the reconnection should be more “up close and personal” to generate action on their part afterward.

6. Know what is being requested from each contact

Always be prepared to make a specific request at each meeting. Request referrals and introductions, and ask if they have connections within targeted organizations. Plan to look at their LinkedIn connections to see if they are connected to someone at a target company, so you know what to ask for more effectively.

7. Leverage online networking as a crucial element of a larger strategy

Use LinkedIn to identify connections that can provide helpful professional and industry insights or act as potential contacts within targeted organizations. Follow and invite others to join your network to collect their thoughts and perspectives on current issues and topics of interest in the field or profession. Create posts (ideally two or three times per week) to build a brand and showcase skill sets with meaningful but brief “snippets” of content representing one’s thinking, lessons learned, specialized expertise, and industry perspectives.

8. Manage social and casual relationships effectively 

When encountering neighbors, parents of children’s classmates and friends, and other people seen occasionally (at the gym, religious services, or the coffee shop), build relationships over time by showing interest in their employers, roles, and challenges. Let them know about you and your aspirations, skills, and capabilities in organic conversations, and get comfortable asking for assistance and ideas related to the job search. If a connection appears useful, invite them to connect on LinkedIn or another social platform so they can see your posts and vice versa. Do not neglect mid- to lower-level employees, especially those at targeted organizations, as they can be a valuable source of employee referrals.

9. Refresh older professional relationships 

Remember older co-workers and supervisors, even if much time has passed since your last interactions. Refresh relationships by sending a message and asking for a call or meeting—a simple “It's been too long. Can we get some time to reconnect?” will usually suffice. Suggest a time and day to connect and plan a brief (30-minute) call to reconnect, catch up, and share the requested help. As with many older relationships, bonds are recalled, and discussions of shared experiences are often welcomed.

10. Handle non-responses to requests for calls or meetings effectively

This is the eternal question—how to handle a lack of response from people, especially those who are known. A sensible and mature approach is needed, with “ghosting” becoming an all-too-frequent experience. Three possible outcomes to the request exist: 1) they say yes, 2) they do not respond, or 3) they go back and forth without scheduling a time.

If they respond with a “yes,” immediately suggest a time and venue. If they do not respond, wait a week and resend the request, preferably early or late. Try up to 3 times—either through a shared friend or another messaging platform (e.g., email or InMail). If no response is received after that, consider it time to move on.

11. Manage recruiter or headhunter contacts

As many as 20% of jobs, especially those in skilled professions and executive roles, are handled by headhunters and outside recruiters. Direct contact is a solid supplemental strategy, as they often do not post executive or senior jobs. First, try to get a formal introduction from a contact by asking them directly or discovering the connection through their LinkedIn network. If unavailable, search the internet for recruiters in your industry or role and message them directly, requesting a 15-minute introductory call and your resume. Tell them you are interested in learning more about them and their services. 

When contacting recruiters, make a brief introduction (“I was referred to you by <name>, am a <professional function/title and level> with <key skills>, and would like to schedule 15 minutes to discuss you and your services.” Avoid asking them for help finding a job up front—remember that the goal is to build relationships and referrals to others who might best assist you.

Always look for opportunities to return the favor of their time by exchanging insights into open jobs without a search firm’s involvement. This could lead to business for them and make you more memorable to them.

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