I would not optimise for a specific number of people per firm. The right amount of networking is however much it takes for you to feel that you genuinely understand the firm from the inside.
I would use networking for a few different purposes:
• Decide whether you actually want to work there. Understand the people, culture, type of work and day to day reality, not just what is written on the website.
• Understand how the firm works internally. Staffing, teams, development, office dynamics, sectors or practices that are particularly relevant to you.
• Understand the recruiting process. What interviews are really like, what tends to differentiate strong candidates and what you should pay particular attention to when preparing.
• Build at least one relationship you genuinely trust. Ideally, you eventually have someone whose judgement you value and who knows you well enough to give you reliable advice when you enter the process.
I also like having different perspectives across seniority levels. A junior consultant may give you the clearest view of the day to day experience and recent recruiting process, while more senior people can give you a different perspective on development, expectations and the direction of the firm.
But I would not put an artificial ceiling on networking either. If conversations continue to be useful, there is little downside to meeting more people. You may learn something completely unrelated to the immediate application, build relationships that become useful later, or simply discover a different perspective on the firm.
On how long to network with each person, I would not overthink that either. Some conversations will naturally become stronger relationships than others. If you connect well with someone, keep that relationship alive. If the conversation is useful but there is no particular connection, that is perfectly fine too.
So the principle I would use is quality over quantity, but without turning networking into a quota. Stop worrying about whether you have contacted enough people and ask instead: Do I understand this firm well enough, and do I have people inside whose perspective I genuinely trust?
There's no magic number. You're thinking about this slightly wrong.
You don't need connections. What you need is a systemic way to network quickly and effectively.
Most people write tailored messages to 1 person at a time. Wrong. You'll waste days upon days.
Other people spam generic messages. Also wrong. You'll have a terrible response rate.
There's a middle ground.
For each firm, you should ideally network with as many relevant people as you need until you get a referral. Don't aim for an arbitrary number. If that takes 5 people, great. If it takes more, keep going.
And don't think you need to “network with one person for 3 months.” Have a good conversation, follow up appropriately, and let the relationship develop naturally.
Once you've got a strong referral? Stop. Time is finite. Move onto the next firm and your interview prep.
We're literally just covering the surface now. I highly recommend my Applications Course, which dives into networking, outreach messages, coffee chats and referrals.
Former McKinsey Senior Recruiter & Zeiss CVC | Insights from the Other Side of the Table | CV & Personal Fit Mastery
From a Recruiter perspective: the quality of the Referral is very important. If someone refers you but cannot say anything about you, it is not too helpful. So I can recommend to focus more on the quality of the network you want to build. Try to find someone you can build a real relationship with, who has something in common that you can build on, exchange experiences... Those are the referrals that really make a difference.
Senior Strategy Consultant & interviewer | Proprietary cases in EN, DE, FR, IT | ex Accenture, BCG, Deloitte
Hi there,
The second half of your question is the one with a usable answer. How long to stay in contact with one person is not measured in weeks or months. It is measured in whether each conversation gives you something the previous one did not.
That also dissolves the counting problem. I would stop asking how many people per firm and give each contact a job before writing to them:
Someone who can tell you what that office actually works on, which is rarely what the website says and is the most useful thing networking produces.
Someone who went through the process in this cycle, because process detail ages badly and last year's account can send you in the wrong direction.
Someone willing to attach their name to yours. This is the only one of the three that has to convert into anything, and it is usually the last conversation rather than the first.
When a second conversation repeats the first, the relationship has given you what it had. I would send a short thank you, keep that person on a light touch of one message when something changes on your side, and spend the recovered time on a firm where you still cannot answer basic questions about the work.
Counting contacts feels like progress because it is the only part of this that produces a number. The number that would predict your outcome, how many people there could describe you accurately without looking at your CV, is the one nobody tracks.
No quota will make a firm take you seriously. For each target office I would aim for a handful of real conversations, often three to five, with people who work there. Twenty messages that go unread do less than three calls you prepared for.
With one person, plan one conversation, a short thank-you the same day, and at most one later note when you have something specific to say or when you are about to apply. Stretching a single contact over months turns into asking them for updates. Stop once you understand how that office hires and you have either a willing referrer or a clear no. Then apply.
I’d aim for around 3 to 5 people per firm rather than trying to speak to everyone. Ideally, mix different seniority levels and roles so you get different perspectives. One good conversation is usually enough with each person, around 20 to 30 minutes. If you have a genuinely good connection, staying in touch naturally is much more valuable than scheduling regular calls just for the sake of networking.
