Are Companies Hiring You for Your Skills—or Just for Your Rolodex?

In today’s competitive business environment, many companies are tempted to make hires not for the individual’s expertise or ability to perform the role, but for their contacts. In other words, they’re “hiring the rolodex.”

At first glance, this might seem like smart business—bring in someone with an established network, and you instantly gain access to warm leads, vendor relationships, or industry insiders. But here’s the reality:

• Why companies do it: It’s a shortcut. Instead of investing in brand development, sales processes, or long-term business development strategies, some organizations try to buy instant credibility and market access through someone’s network. It can work in the short term, but it’s rarely sustainable.

• The risk to the employee: Too often, these hires are let go after the company extracts the “value” of their contacts. The employee may have been promised growth, leadership opportunities, or a long-term career—but once the rolodex has been mined, the company no longer sees the need for them.

This raises tough ethical and legal questions:

• Do the contacts now belong to the company?Not automatically. A personal network is often built over years, and unless the employee is using company-owned tools (like a CRM) or signed a non-solicitation agreement, those relationships remain theirs. The lines blur, however, once contacts are imported into company systems.

• Is this practice shady?In many cases, yes. It’s exploitative to hire someone under the guise of career growth when the real goal is to leverage their relationships. Ethical companies are transparent about expectations and respect the professional value someone brings beyond just their network.

• Does the employee have recourse if they’re let go quickly?Legally, recourse is limited unless there was a clear breach of contract (e.g., a guaranteed employment term). But employees may have some protection if they can prove misrepresentation during the hiring process. It’s a murky area and highly case-dependent.

How potential hires can protect themselves:

1. Ask direct questions during interviews. Why are they hiring for this role—what specific business outcomes are expected? How will success be measured?

2. Clarify boundaries. If your network is part of the draw, discuss how it will be used and what protections are in place.

3. Get promises in writing. If you’re being told about long-term opportunity, ask for clarity in your offer letter.

4. Be cautious with your contacts. Don’t blindly upload personal connections into company-owned systems unless you understand the implications.

5. Trust your instincts. If the role feels more about who you know than what you do, it might not be the right move.

At the end of the day, a healthy employment relationship should be built on mutual value creation. Your skills, experience, and insights are just as important as your network—and if a company doesn’t see that, it may not be the place where you can thrive long-term.