Is Networking Still the Best Job Search Strategy in 2026?

Is Networking really the best job search strategy? 

There are many ways to find a new role: responding to carefully selected advertisements, approaching recruiters, improving your LinkedIn visibility and contacting organisations directly.

Yet one strategy continues to influence many successful career moves: professional networking.

The question is not simply whether you network.

It is whether you are speaking with relevant people, having worthwhile conversations and making it easy for others to understand how they can help you.

How Recruitment has changed

Twenty years ago, a typical job search often revolved around newspaper advertisements, online job boards and recruitment agencies. A candidate submitted a résumé, an internal recruiter reviewed the applications and a shortlist progressed to interview.

That process still exists, but it now sits within a much more complex recruitment environment. Employers may use applicant tracking systems to organise applications, search résumé databases, source candidates through LinkedIn, invite employee referrals and use AI-assisted tools at different stages of recruitment.

Candidates are using AI too, often to draft résumés, cover letters and interview responses. The result is a crowded market in which many applications begin to sound remarkably similar.

A carefully tailored application still matters, but it may not be enough on its own to make you memorable.

People are still hired through advertised vacancies every day. However, relying on job advertisements alone can leave you competing with a large field of applicants without the benefit of context, visibility or an internal connection.

During my job-search workshops, I often ask participants how they found their previous roles.

A familiar answer emerges: a former colleague alerted them to an opportunity, someone introduced them to the hiring manager, or a professional contact encouraged them to apply.

That does not mean the formal recruitment process was bypassed. It means the candidate entered it with greater knowledge, stronger visibility or a trusted introduction.

Why more networking is not always better

When people lose a job, they are often advised to “tell everyone you know”.

So they contact former colleagues, friends, clients, neighbours, alumni and members of professional groups. They attend events, make new LinkedIn connections and arrange a steady succession of coffee meetings.

Some of these conversations may lead somewhere. Others provide encouragement, companionship or useful perspective. Those benefits should not be dismissed.

The difficulty arises when activity is mistaken for progress.

A full calendar does not necessarily mean you are moving closer to the right role.

Networking today is not confined to coffee meetings and formal events. It may begin when you contribute a useful comment to an industry discussion, reconnect with a former colleague, attend a professional webinar or congratulate someone on a new appointment.

The first conversation does not have to contain a request.

I always find that the most productive relationships develop through a series of small, genuine exchanges. Networking BEFORE you actually need to network.

A supportive conversation is never wasted

A supportive conversation is never entirely wasted, particularly during a difficult career transition. However, not every conversation serves the same purpose.

Some people can offer emotional support. Others can provide industry intelligence, introduce you to a relevant contact, explain how a company recruits or help you understand an emerging skills requirement.

Effective networking begins by knowing which kind of help you need and approaching people who are reasonably placed to provide it.

Your Target Marketing List

Effective networking begins with direction.

Rather than speaking with as many people as possible and hoping that one conversation leads somewhere useful, create a list of organisations that may value your experience.

These are your target organisations.

They may be companies that:

• operate in your preferred industry;
• employ people in your area of expertise;
• are growing, restructuring or entering new markets;
• face problems you have experience solving;
• have a culture or purpose that aligns with your values.

Do not limit your list to organisations currently advertising vacancies.

Many opportunities begin before a job advertisement appears. A team may be growing, a manager may be considering a new position, or a business problem may be creating the need for additional expertise.

Your aim is not to predict where every vacancy will arise. It is to become better informed about the organisations where your experience may be useful.

Begin with ten to twenty organisations rather than an enormous list. A focused list is easier to research and far more likely to lead to relevant conversations.

Identify the Right People

Once you have created your target list, identify people who can help you understand each organisation more clearly.

The most useful contact is not always the most senior person.

A managing director may have influence, but someone working in your area of expertise may understand the function, culture and recruitment process in far greater detail.

Relevant contacts may include:

• people doing work similar to the work you want to do;
• managers responsible for the function you are targeting;
• internal recruiters or talent acquisition specialists;
• former employees;
• suppliers or professional advisers connected with the organisation;
• members of your professional association;
• people with whom you share a mutual connection.

Your first goal is not to reach the person with the grandest title.

It is to identify someone with whom you have a credible reason to begin a conversation.

Consider the Strength of the Connection

Before approaching someone, consider what connection already exists between you.

The strongest introduction is usually a genuine personal referral.

A former colleague, client or professional contact may be willing to introduce you and explain why they believe the conversation would be worthwhile.

A warm introduction gives the recipient context. It also helps distinguish your message from the many unsolicited approaches they may receive.

The strength of the relationship matters more than the seniority of the person making the introduction.

Your next strongest connection may be a shared professional association, former employer, educational institution, industry group or mutual contact.

You may also discover that you have worked in the same sector, faced similar professional challenges or contributed to the same field.

A direct approach without an existing connection can still be effective, but it must be carefully researched and highly relevant.

The weaker the connection, the clearer your reason for making contact needs to be.

Use a Personalised Approach

A networking message should make three things clear:

• why you are contacting this particular person;
• why the conversation may be relevant;
• what you are asking them to do.

Avoid generic messages that could be sent to anyone and please don’t begin with a long account of your career history, attach your résumé without being invited or immediately ask whether the person knows of a vacancy!

The purpose of the first message is simply to open a professional conversation.

A short introductory email might read:

Subject: Introduction from [Name]

Hi [Name],

[Referrer’s name] suggested I contact you because of your experience in [specific area].

I have worked in [brief description of your background] and am currently exploring my next career move, with a particular interest in [function, industry or business challenge].

Your experience in [specific area] caught my attention, and I would value your perspective on how this part of the market is changing.

Would you be open to a brief 15-minute conversation during the next couple of weeks?

I appreciate you may have a full schedule, so I completely understand if the timing is not convenient.

Best wishes,

[Your name]
[Mobile number]
[LinkedIn profile]

If you are contacting someone through LinkedIn, keep the message shorter:

Hi [Name],

[referrer’s name] suggested I contact you because of your experience in [area]. I am exploring opportunities in [field] and would value your perspective on how the sector is changing.

Would you be open to a brief conversation in the next fortnight?

A good message is specific, respectful and easy to answer.

Be Clear About Why You Are Making Contact

Before sending any message, ask yourself:

Why have I chosen this person?

What do I hope to learn?

Why might they be willing to speak with me?

These questions matter because effective networking is not simply a numbers exercise.

Ten well-researched approaches are likely to be far more useful than fifty generic messages.

You may want to learn more about:

• how an industry is changing;
• which capabilities are becoming more valuable;
• how a particular organisation recruits;
• what challenges a team is facing;
• how someone moved into a similar role;
• which professional communities may be worth joining.

You’re not disguising a request for a job as a request for advice.

You’re seeking information, perspective and professional connectionn and that intention MUST be genuine.

Follow Up Respectfully

People are busy, and your message may arrive at an inconvenient time.

A lack of response does not always mean a lack of interest. It may simply mean that your message was read quickly, buried under other emails or set aside for later.

If you have not received a response, send one brief follow-up after approximately five to seven business days.

For example:

Hi [Name],

I am following up on my message from last week in case it became buried.

I would still value a brief conversation about [specific subject], although I completely understand if your schedule does not permit it.

Best wishes,
[Your name]

One follow-up is enough.

A telephone call may be appropriate if the person has provided a business number, your mutual contact has suggested you call, or direct telephone contact is customary in that profession.

Avoid searching for someone’s private telephone number or contacting them through a personal channel they have not made available for professional use.

Networking depends on trust, and trust begins with respecting boundaries.

If the person does not respond after your initial message and one follow-up, move on without taking it personally.

Not every approach will lead to a conversation.

Prepare for the Conversation

Arranging the conversation is only the beginning.

The value comes from how well you use the time.

Do not treat the discussion as an informal job interview, and do not spend the first ten minutes reciting your résumé.

Prepare four or five thoughtful questions in advance.

You might ask:

• What changes are having the greatest effect on your part of the industry?
• Which skills or capabilities are becoming more valuable?
• What challenges are organisations struggling to solve?
• How are people commonly recruited into this type of work?
• What do successful candidates often understand that others overlook?
• Are there any professional groups, events or people you would recommend I follow?

Listen carefully to the answers.

The person may give you valuable information about the market, the organisation or the type of experience employers are seeking.

At some point, they are likely to ask about your background and what you are looking for.

Be ready with a clear and concise response.

For example:

“I’ve spent the past twelve years leading operational improvement projects across financial services. I’m now exploring roles where I can help organisations improve service delivery, manage change and bring teams through complex transitions.”

This is far more useful than saying:

“I am open to anything.”

People can only help when they understand what you do, the problems you can solve and the kind of work you are hoping to find.

Ask Better Questions

The quality of your networking depends greatly on the quality of your questions.

Avoid questions that could easily be answered by reading the organisation’s website.

Instead of asking:

“What does your company do?”

you might ask:

“If you’re open to discussing, what changes are having the greatest impact on your team at the moment?”

Instead of asking:

“Are there any jobs available?”

you might ask:

“What capabilities do you think organisations in this sector will need more of over the next few years?”

Instead of asking:

“Can you help me?”

you might ask:

“Is there anyone else whose perspective would help me understand this area more fully?”

Thoughtful questions create thoughtful conversations and they also demonstrate curiosity, preparation and professional judgement.

Use AI for Preparation, Not to Replace Authentic Thought

AI can be useful when preparing for a networking conversation.

It can help you:

• research an organisation;
• identify industry trends;
• prepare relevant questions;
• organise your notes;
• refine the wording of a message;
• practise explaining your experience clearly.

However, AI should support your thinking, not replace it, so please avoid using generic compliments generated from someone’s LinkedIn profile.

Don’t pretend to have read an article, attended an event or followed someone’s work when you haven’t. People will sense when a message is polished but impersonal. Your authenticity must always come through.

Use technology to prepare more thoroughly, then apply your own judgement, curiosity and voice, as the strongest networking messages still sound like one human being writing thoughtfully to another.

Follow Up After the Conversation

After the conversation, send a personal thank-you message within a day or two. Mention something specific that you found helpful.

For example:

Hi [Name],

Thank you again for speaking with me yesterday.

Your comments about the growing importance of stakeholder communication during transformation projects were particularly useful.

I am going to review how clearly I demonstrate this experience in my LinkedIn profile and résumé.

I appreciated your time and perspective.

Best wishes,
[Your name]

If the person introduced you to someone else, let them know that you followed up and thank them for making the connection. This closes the loop and shows that you value their help.

Maintain the Relationship

Networking does not end when the coffee cup is empty or the video call finishes.

Stay in touch when you have a genuine reason to do so.

You might:

• congratulate the person on a new role;
• share an article related to something you discussed;
• let them know how their advice helped;
• invite them to a relevant professional event;
• comment thoughtfully on something they have published;
• update them when you make progress.

Contacting people only when you need something leaves a bad taste in everyone’s mouth. A professional relationship develops through relevance, reciprocity and respectful contact over time. You don’t need to stay in constant contact with everyone you meet.

A smaller network of meaningful professional relationships is often more valuable than hundreds of names you barely know.

Use LinkedIn Thoughtfully

Networking today does not always begin with a private message or a coffee meeting. It may begin when you contribute a useful comment to an industry discussion, congratulate someone on a professional achievement or share an informed perspective on an issue affecting your field.

Before approaching someone directly, consider following their work for a short time. Read what they post and notice the subjects they care about, then comment when you have something useful to add.

Don’t comment simply to attract attention. (I experience this a lot on my LinkedIn posts, and it really is obvious, I’m afraid!)

A thoughtful contribution can create familiarity before a direct conversation begins. LinkedIn is most effective when it is used to participate in a professional community, rather than simply collect connections.

Keep a Record of Your Networking

As your network grows, it becomes easy to forget who you spoke with, what was discussed and what you promised to do next.

Keep a simple record of:

• the person’s name and organisation;
• how you found them;
• when you made contact;
• what you discussed;
• any advice they provided;
• any introductions they offered;
• the next action you agreed to take;
• when it may be appropriate to reconnect.

You don’t need a complicated system. A spreadsheet, notebook or contact management tool will do the job because the purpose is not to turn relationships into impersonal transactions. You’re developing stronger relationships that go both ways.

And the system you set up is to ensure that you follow through on your commitments and remember the details that matter.

A Practical Networking Plan for This Week

Networking can feel overwhelming when treated as one enormous task but you can make it manageable by beginning with a small, focused plan.

1. Choose Five Target Organisations

Select five organisations that genuinely interest you and may benefit from your experience.

Consider their direction, customers, challenges, values and future needs.

Don’t base your choices only on current vacancies – check what’s been happening the past 12 months or so as well.

2. Identify Two Relevant People in Each Organisation

Look beyond the most senior executive.

Find people whose experience, role or connections may give you useful insight.

3. Research Before You Approach

Learn enough to explain why you have chosen that person.

Look at their professional background, recent activity, shared connections and the work of the organisation.

4. Send Two or Three Thoughtful Messages

Do not try to contact everyone at once.

Begin with a small number of carefully researched approaches.

5. Prepare for a Useful Conversation

If someone agrees to speak, prepare your questions, your introduction and a brief explanation of the professional value you offer.

6. Record What You Learn

After each conversation, note what you learned, any suggested contacts and the action you need to take next. One conversation should lead to greater understanding, not simply another name on a list.

Networking Is Not About Collecting Names

Networking is not a race to gather the largest number of contacts. It’s the patient work of becoming known, understanding where your experience may be useful and developing professional trust before an opportunity appears. You won’t leave every conversation with a job lead.

You should, however, leave with greater knowledge, a stronger professional relationship or a clearer idea of your next step. That’s progress!

Begin with five carefully chosen organisations, identify the people most likely to offer relevant insight, research them properly, approach them respectfully and focus on having a worthwhile conversation rather than securing an immediate result.

A strong network is not built in a single afternoon.

It develops one credible conversation at a time.