When pondering the impact of the large social networking sites on the future of job hunting, and particularly executive recruiting, a couple of cautionary phrases ought to come to mind. “When you’re a hammer, everything looks like a nail,” and, “Be careful what you search for, you might find it.”

The strength of the Internet is unquestionably the amount of information it makes available. Staggering numbers of links and choices can be brought to your personal computer in searches requiring only milliseconds. And the total grows by leaps and bounds every day.

But when quality is a critical variable, more isn’t necessarily better. Better is better. In other words, if what you’re searching for is a bit like trying to find a needle in a haystack, it’s probably best not to employ a vacuum cleaner.

Picture, if you will, an ideal dinner. Perhaps steak frites in a Paris bistro is what you crave. Do an Internet search for “grilled,” “steak,” and “perfection.” You can almost taste it. There may even be a delicious glass of wine that enhances each bite of food. It’s all absolutely sumptuous.

OK, reality check – is anyone really surprised that the Denny’s menu pops up on this search www.whatson.org. Indeed, be careful what you search for and what you do with the initial information you find.

Two ends of the spectrum
The Internet has transformed many businesses with the idea that it creates an efficient, self-service bazaar where buyers and sellers come together with the opportunity for huge savings by eliminating the middle man. This idea has forever changed the landscape in terms of book sales, CDs and DVDs. It’s also true when it comes to making airline and hotel reservations, once the nearly sole province of ubiquitous travel agents.

But consider the other end of the spectrum as well. Medical information is a very popular category for search engines, as patients have a strong desire to make themselves better informed about their condition and possible treatment alternatives. However, no one is proposing that the role of the doctor will ever be eliminated.

In the employment market, there are two distinct market segments to consider, and each tends to be located toward a different end of this spectrum. The first is entry and lower level jobs. In this segment, employers are seeking some basic qualifications and the talent is largely untested, making it a bit of a numbers game for employers. Finding more applicants who can then be given a chance to prove themselves leads to greater success over time. Like the hammer and the proverbial nail, candidate sourcing at this level is well matched with the strengths of large social and business networks that tout millions of members.

On the opposite end of this spectrum, is the job market for skilled positions, including executives. In this arena, there is clearly little room for trial and error. The costs to an organization of having the wrong person in an executive position are enormous in terms of lost opportunity and momentum – not to mention employee morale and retention.

The critical function in this type of job search is not to compile a lengthy list of prospects, but rather, it is the more subtle art of finding the perfect fit. If identifying the right executive candidate is akin to finding a needle in a haystack, the vacuum cleaner is out. In its place, there’s a role for someone a bit like an archaeologist, a job that’s been described as digging a large hole with a small toothbrush, as the goal is not so much to have a hole, as it is to carefully search for potentially priceless artifacts.

In this segment of the market, recent research conduct by ExecuNet reveals that while traditional networking is used to uncover nearly three times as many executive candidates as any other tool or tactic, and Internet resources are certainly relied on to find talent, the impact of online social networks on candidate sourcing is minimal.

Where Executive Search Firms Are Finding Candidates
Percentage of Executive Candidates Sourced

Networking - 39%
Online Search Engines/Corporate Information Services - 14%
Online Job Postings - 13%
Firm’s database/resume file - 10%
Online Resume Databases - 8%
Advertising - 4%
Online Social Networks - 3%

With this data in mind, following are a few ideas for making online networks more productive resource:

• Don’t Confuse Quantity With Quality. Anecdotal evidence suggests that some business and social networking sites have become too large and diluted to be effective resources for executive recruiting. However, smaller “niche” networks and alumni groups are proving to be valuable resources. Before participating in any online network, carefully research its reputation, as your profile will be known by the company it keeps in this digital age.
• Stay Engaged. While the popularity of online networks can undoubtedly be attributed to their potential to reduce the time and effort it takes to stay connected with candidates, clients, and peers, relying on technology to automate this process is a costly mistake. Whether you’re working to maintain a productive network online or offline, there is no substitute for personal communication that keeps your contacts informed of opportunities and challenges that might be of interest on a regular basis.
• Be Realistic. Networking is the most important component to successfully filling executive level assignments, and social networks can be valuable resources for maintaining a network, but the operative word here is maintaining. Effective personal and professional networks are built on a foundation of mutual trust, which is largely a product of in-person interaction. Or, if you’ll pardon one more cliché, “The more things change, the more they stay the same.”