Networking Who You Know Is Far More

¶ … Networking

Who you know is far more important than the job search process. Networking "levels out the hierarchy" that connects employers to employees (Chernow, 2003). Networking is a means of communication whereby a CEO might be separated from the clerk. It is a complex process that involves establishing and then building upon relationships. In a society filled with look alike candidates, where hundreds of people present themselves to employers with identical skills, educational talents and abilities, networking and the creation of interpersonal relationships allows some employees to stand out from others. Busy hiring managers don't have time to sift through the thousands of applications they receive for a limited number of job opportunities. Because of this, establishing an "in" at any corporation, through networking and other relational avenues, is a sure fire mechanism for building success and landing a job under less than ideal economic circumstances.

To understand the importance of networking, one must first examine the employment game without it. Many scholarly publications, books and even managers will tell you that the key to success in the business world is having exceptional interpersonal skills, attitude, a personal mastery of time and having a great deal of perseverance (Brindle, 2000). Of all of these, having interpersonal skills is the most important. Unfortunately there are hundreds and thousands of people who have mastered these business techniques, yet failed in the employment game. Frustrated, these individuals have no where to turn.

This is where the reality sets in. In today's world, charm, interpersonal influence and time management are important, but inadequate if one doesn't have the ability to influence and manipulate there way through the "labyrinth of political workings" that make up societies complex organizations (Brindle, 2000). The key to success and promotion lies in the ability of any one person to build effective and complex working relationships. Relationships are the building blocks of success.

For networking to be successful however, people must understand that power lies in leveraging relationships that help others, not necessarily those that help only the individual attempting to gain personally and professionally (Marken, 2001). Building networks help people feel better. In a society where impersonal communication reins the most powerful, leveraging impersonal contacts with networking activities can have a powerful influence on business managers (Marken, 2001).

The biggest advantage networking has is helping you identify people that might assist you in achieving your goals (Noe, et. al, 2003). Those people in turn will help provide you with the resources you need to succeed. Networking can occur anywhere, at business conferences, seminars and even at sporting events (Noe, et. al, 2003). The reality of today's world is that a hiring manager is much more likely to hire someone via word of mouth, or someone that has already proven themselves over a perfect stranger. Far too many what ifs exist in today's society.

The job search process is important in and of itself. It allows job seekers to identify avenues for success and growth. Solid job search skills include having the ability to aggressively identify opportunities, craft a resume that speaks to a hiring manager, and having the ability to present oneself in a professional and attractive manner. The job interview is critical to the success of a potential relationship. Landing that first interview is a tremendous milestone in the job search process. Getting to the interview however, takes a great deal of strategizing and finesse. Networking can help a candidate, if nothing else at least overcome this hurdle and manage to meet with individuals making the hiring decisions in an organization.

Having great job search skills is not enough in and of itself, to land a job in a society where hiring managers nationally and internationally receive hundreds and even thousands of resumes for just one open position. A professional resume is often the only information a hiring manager has of a candidate, and that certainly isn't enough to make an impression in a sea of identically professional resumes. Often selecting the best candidate depends on a variety of factors. In a pool of fish where everyone has the same level of education, skills and ability, the candidate that is most likely to win out is the one who has successfully created a network of opportunity around them. If your resume turns up on the desk of a corporate hiring agent because someone referred you to that agent, you are much more likely to gain an edge over the competition.

Even if an individual doesn't come to know people within the organization personally prior to a job interview, that person might benefit if they have been participating in social venues related to their field. For example, let's say an individual is up for an executive job in Human Resources. They have in the course of their job search, joined several local, national and perhaps even international organizations related to this particular field of study. The chance that they will know someone within those member organizations that is connected to the hiring manager is fairly good. Even if they never meet someone personally, it is likely that the hiring manager is a member of one or several of those organizations, and having that affiliation automatically creates a comfort level and bond between interviewer and the incumbent.

Networking also provides job seekers with opportunities outside of the framework of the traditional job hunt. Many vacancies go unpublished. By networking, and individual is far more likely to learn of an opportunity from a relationship gained that through an advertisement in a newspaper. How often have you attended an event where someone mentioned an opening in their organization? You then have a link to a new job lead and someone who already works in the company, who might put in a good name for you. A large number of candidates never even embark on a traditional job search campaign, but rather rely on allegiances with networking business partners to apply for openings in organizations.

Job seekers live in a "buddy" time society, where relationship building is perhaps the single most critical success factor. Employers take risks when hiring unknown individuals. There is no guarantee that they are presenting their true selves in a job interview; everyone puts on their best face. Solid recruiting and interviewing techniques may help weed out potential stars from potential failures, but there are no guarantees (Noe, et. al, 2003). Recruiting measures may involve examining a potential candidate's background, years experience and education. None of these factors however, highlight an individual's ability to communicate efficiently and effectively, and build relationships. The true stars in any organization are those people that have the ability to uplift their peers, learn from them and contribute to the organization as a whole. A person who has practiced networking has already proven to his peer that he has the ability to succeed interpersonally, and learn from others.

Networking is also a give and take relationship; someone that participates in relational building must give as well as succeed. If a candidate has taken the time necessary to build this type of relationship, they are likely to do the same once they are hired within an organization. Networking is only successful when an individual is willing to talk with people inside of an outside of their immediate surroundings and organizational setting, with people who have expertise in particular areas that are the same as and different from their own. Committees, task forces and meetings are excellent avenues for self-promotion and learning.

Some have argued that there is a down side to networking; it may result in hiring a candidate that is less qualified for a position, someone who is hired simply for their ties to someone or several people in the organization. There are those that claim that this person will ultimately fail. However, in the vast majority of cases, someone who is hired because they know one or several people has already proven they have the ability to succeed. They are likely to be hired not just because they know people, but also because they have the requisite skills necessary to succeed. Networking is best managed in combination with strong job searching skills, to ensure the highest likelihood for success.

Debate: Career Succession Planning

Part B:

The vast majority of employees aspire to one day climb the corporate ladder and succeed. Many employees rely on their employers to provide them with the appropriate career development opportunities to succeed, and cry out in anger when they are not presented with adequate promotional and directional tools. The reality is however, that it is not the employer's duty to provide employees with career development opportunities.

The responsibility for advancement lies solely on the shoulder of the employee. The employer is obligated in certain circumstances to provide a "career path" of sorts. This is evidenced in many civil service positions where a line of succession exists for most jobs, even those at the administrative level (Noe, et. al, 2003). Even administrative assistants have the ability to climb a ladder of increasing responsibility. The reality however, is that the majority of organizational leaders are far to busy managing the day-to-day affairs of a business to provide adequate time to help employees with career development opportunities.

Human Resources professionals are often tasked with the function of developing career ladders within an organization (Noe, et. al, 2003). They work in conjunction with business managers and employees to outline a hierarchical pattern of opportunity in most situations. In some organizations, the hiring policy is constructed in a manner that does indeed focus on internal candidates, and seek out employees working within the company to promote. This practice is not by any means standardized however, and a vast majority of employers are just as willing to hire external as well as internal candidates for promotional positions.

An employee has a responsibility to take charge of their career growth. If they aspire to climb the corporate ladder to success, it is their personal duty to make their intentions known to their employer. By doing so, they open the door of possibility to potential mentorship programs and coaching. No organization however, unless they have strictly outlined a career path in an employee contract, has an obligation to neither establish a mentoring program nor promote an employees growth interests by law. Most employees assume that those opportunities exist, and also assume that by some magical wave of a wand, their supervisor or manager will realize that they are the most ideal candidate for promotion.

Advancing in the real world requires hard work and commitment. Employees have an obligation to seek out the education necessary to advance, and to build the relationships that might be required to advance through an organization. Advancement isn't simply the result of seniority or "paying ones dues." Unless an employer specifically guarantees advancement over a period of time when hiring an employee, there is no guarantee that the corporation will promote the advancement of an employee, and they are certainly not required to do so.

That being said, a great majority of employers would benefit by providing employees with career growth opportunities and ladders for advancement. Employees are motivated by a variety of factors, some material and others spiritual or personal in nature (Noe, et. al, 2003). Providing employees with incentives to grow is an appropriate mechanism for acquiring and retaining loyal employees.

Continual organizational development is an essential factor for remaining competitive in the world of business (Swieringa, et. al, 1993). An organization that is continually developing is more likely to promote career ladders and employee development than one that is not. Employers who are smart would cross train employees and increase their knowledge of a particular functional area, which in turn increases the potential for advancement for employees. Again however, unless an employer has established a contractual obligation with an employee, they are under no circumstances obligated to promote any employees career success.

A majority of employees walk into an employment agreeing feeling that their employer is obligated to promote their best interests, that they have a "right to" many things. This simply is not the reality however. The only exception to the rule might be in a situation where an employer has offered educational reimbursement opportunities. Once an employer has signed a contract indicating that they will provide an employee with reimbursement for educational endeavors that will promote advancement, they are liable to commit to this arrangement unless there is an "out" clause in the contract.

Employers are obligated to many things. They are obligated to provide a safe and healthy work environment for employees. They are obligated to prevent harassment and violence in the workplace. They are obligated to provide employees, under certain situations with a designated time for breaks, with a place to relieve themselves. An employer is under no obligation however, to advance the interests and career opportunities of its employees.

Professional development possibilities also depend on the functional area in which an employee works in, and on the organization itself. Careers need to be managed effectively and professionally. Employers are obligated to inform and employee of the general duties that he/she will be expected to perform over a designated period of time. Employers typically assign a wage to an employee that is matched with the employee's functions, skills and abilities. The majority of employees seek to climb the corporate ladder in an effort to move into a higher paying category. Such aspirations are noteworthy, but will not necessarily make a difference to an employer.

Employers do sometimes enact policies that outline a path for succession planning. In rare instances an employer will promise employees that after working a certain amount of time; they are eligible for promotion to a higher paying category within a career ladder. In this example, the employee still is not guaranteed promotion, and may only assume that once they have put in X amount of years, they are eligible for promotion. Again, the employer, unless they clearly outline a policy that states that an employee "will" be advanced, is under no obligation to advance employees.