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07.11

Easy Ways to Find Contacts to Network into Your Target Employers — Part One

By Debra Feldman, JobWhiz, Executive Talent Agent

Actively Manage Connections For Success In Today’s Job Market

Today's job market is an employer’s — or buyer’s — market. A wealth of qualified and eager candidates are competing for every job opening. The Internet has dramatically changed the way job seekers find job leads, and similarly the way employers find talented people to hire. In a tight market like this one, passive, active and future job seekers must actively manage their connections because those contacts will be the most fruitful source of new job leads. Approximately 80 percent of openings are filled via referrals, not through classified ads, job fairs, campus recruiting, online job boards, external recruiters, etc.

Internet job boards first changed the face of recruiting by increasing access to listings. Then, the explosion of social networking dramatically impacted the recruiting landscape and hiring process by spreading news among connections and creating still another channel for position announcements. Both of these innovations made it easier for employers to more readily source talent, and increased candidates’ ability to learn more about individual companies and to interact directly with decision-makers. This is one of the main reasons employers no longer rely as heavily on external recruiters and why networking — especially with company employees — is the preferred, most effective job search method for senior-level positions.

In the 21st century of personal branding, every individual must take charge of his or her own career success by establishing and maintaining the right contacts that will put them on the inside track to plum, unadvertised jobs. Having close relationships with decision-makers at target employers is the best way to be among the first to learn about a restructuring, pending vacancy, new technology, an acquisition, a divestiture or other circumstances which produce hiring needs. In a competitive job market, being among the first to discuss a potential opportunity with the appropriate hiring manager is a considerable advantage. If a potential new hire comes highly recommended, this further improves his or her appeal to the employer relative to others who are interested in the job.

Get on — and Stay on — Decision-Makers' Radar

Sometimes, the top candidate for a job does isn't even actively seeking a job, but she is already on the hiring authority's radar because, by networking purposefully, she has already established with her network of contacts her capabilities, distinguishing talents and trustworthiness. The best case scenario for a candidate is when an employer initiates a recruiting call or when a trusted colleague recommends an individual to the hiring decision-maker before a new position is formalized. That way, the prospect can help define the new role.

Establishing good relationships with appropriate inside contacts is the best way to shorten your job search, smooth the transition and have a competitive advantage over other candidates — a direct line into the hidden or unadvertised job market. However, all contacts are not equal; get connected with the decision-maker or with individuals who can recommend you to the hiring authority, not with HR. (Unless it is an HR job, HR does not have budgetary authority and cannot actually hire you except for one of their own positions.)

Potential employees/prospective candidates who have relationships with company insiders clearly have a competitive advantage (i.e., first access to new opportunities). Therefore, you need to know and be known by employees and others — consultants, customers, advisors, vendors, bankers, etc. — closely affiliated with your target companies who can provide introductions, recommendations and information.

Your principal networking goal should be to make a positive impression on the appropriate hiring decision-maker at each of your target companies. Focus on developing trusting relationships with individuals who can sponsor you at each of your target employers.

Network Purposefully

Effective networking that produces leads requires finding and engaging employees at target companies and repeatedly marketing your capabilities and highlighting your accomplishments with examples of measurable results. That means demonstrating how you produced increased profits, decreased costs or improved processing. Don't mistake this long-term relationship building for brief, isolated, and often ineffective, networking transactions. Just exchanging a few words, sending a resume, or being connected on a social networking site isn't likely to establish the kind of long-term relationship that will be beneficial to both parties. To promote credibility over time, you have to be likable, trustworthy and able to demonstrate the necessary technical strengths and soft skills. Your contacts should appreciate your potential value to their organization and regard you as an expert in your field.

To benefit from insider connections, you must cultivate meaningful relationships through mutually beneficial exchanges. Look for ways to help them before you need help, clearly communicate your potential value contribution by your actions, and stay in touch regularly so that when those unadvertised positions come open,  you will always be top of mind.

Networking purposefully to establish insider connections should be a continuous process, not just what you do periodically when you are actively job searching. Your goal is to connect with the appropriate hiring decision-maker who has budgetary authority or with someone who will refer you to that person. What is the ideal timing? Before the employer is set on their vision of their perfect candidate and before you are ready for, or need, a new job.

Following are some simple ways to find find those contacts who will help you gain access to the hidden job market:

Where To Find Employer Contact Names — Part One

1. Search the company website or LinkedIn for the names of employees who hold positions that interest you. Look for (1) individuals with the job title you are targeting, (2) individuals who manage your target position, and (3) individuals with job titles who are likely to know the first two categories of employees. Do not focus on human resources staff unless you are seeking an HR position.

2. Search for contact names on networks such as ZoomInfo, Jigsaw, Spoke, Quora, Twitter, Facebook, Plaxo, MySpace, etc.

3. Search for contact names through your college or graduate school alumni database. This connection is always a valuable one and you may discover that you have shared experiences, friends in common, etc., to help build from a simple referral to a long-term relationship.

4. “Like” the target company fan page on Facebook and start a dialogue to befriend the page manager.

5. Like the fan page of company employees on Facebook and monitor for signs of new opportunities or shared interests that can spark a conversation.

6. Follow the target company’s official Twitter account, company employees and business partners.

7. Browse for blogs (Search Google or Technorati) using the target company name to find mentions of employees. Comment on their articles to promote a dialogue.

Social media resources are readily accessible online for modern job seekers. If you do not use the tools that are available to everyone, it is likely that your competition will position themselves as a more attractive candidate by forming relationships with company insiders and being first to learn about potential openings. Waiting for the recruiter to call is no longer an effective way to find a new job. Neither is applying online or sending a resume without attempting to obtain a personal introduction. Just too many good candidates are leveraging contacts to improve their searches. Those who make personal connections have an edge. You must proactively put your hat in the ring by making the right inside contacts at each of your target employers. Get introduced. Get on the decision-maker’s radar. Connect with a company employee now if you want to find a new challenge.

Comments may be submitted to todaysengineer@ieee.org.

All right reserved, Debra Feldman 2011