11th December 2024
Intuitively, it seems employers would want to hire the most skilled and experienced candidates. But that’s not always the reality.
When Emily aspired to transition into her ideal career, she presumed that applying for an entry-level administrative position and advancing from there was her optimal strategy. A position came available at a prominent entertainment firm in London; her five years of experience at various international firms ensured she met all the job specifications.
The strategy proved effective: the company’s recruitment staff reached out to Emily within days. However, there was both favourable and unfavourable news. “They remarked that my CV was exceptionally impressive and that I was an exemplary candidate,” she elucidates. “During the interview, they informed me that I was overqualified and would likely become disenchanted in a position that did not match my experience.”
The corporation offered Emily a new position as a compromise. Ultimately, the job was rescinded. It not only confined Emily to a position she wished to abandon, but also placed her in a Catch-22; she possessed excessive qualifications for an entry-level function in her desired field, yet lacked sufficient expertise to pursue a vacancy commensurate with her present job title.
The entire procedure left Emily, who is utilizing a pseudonym for employment security, feeling dissatisfied. “I would have preferred to receive the original role as advertised,” she admits. Although I found the job uncomplicated, the corporation was under no obligation to promote me if they deemed it unsuitable. Receiving the compliment of being ‘too good’ was first gratifying. Upon realizing I had not secured the position; it felt as though I had been deceived.
Superficially, being overqualified for a position may seem advantageous. An applicant with greater experience would reasonably be prioritized at the top of the candidate list. For an employer, recruiting a candidate who exceeds the job criteria would appear to be a significant advantage.
Nevertheless, this is typically not the case; in fact, being overqualified can occasionally lead companies to dismiss candidates. Counterintuitively, employers frequently exclude candidates due to an overabundance of abilities and experience, even in a labour market characterized by a scarcity of talent.
“Good is not inherently good.”
As employees advance in their careers, they generally move into more senior responsibilities, ultimately progressing towards management or executive positions. As employees ascend the corporate hierarchy, the number of alternative job opportunities diminishes.
Terry Greer-King, vice-president of EMEA at the cybersecurity firm SonicWall in London, states, “They advance toward the apex of a pyramid.” “As individuals acquire more experience, the range of opportunities diminishes; pursuing alternative paths necessitates a regression down the hierarchy.”
Occasionally, employees seek to retreat in order to advance. This may pertain to a professional transition, as exemplified by Emily, or occur when a seasoned employee, facing challenges in advancing, chooses a lateral or downward shift for potential long-term benefits. Personal circumstances may influence employment status; relocating or re-entering the workforce after a career hiatus can compel an individual to accept a lower job title.
Although candidates may perceive these conditions as justifiable, recruiters often regard applicants seeking employment seemingly under their present career level as a warning sign. For Greer-King, a curriculum vitae of an excessively seasoned candidate is akin to one that suggests job-hopping or stagnation — it raises suspicion.
“In the hiring process, one must adopt a paranoid mindset,” he asserts. “If an individual is descending one or two levels and has presumably already attained the benefits of the position, it is essential to inquire about their motivation.”
Although a few candidates may effectively articulate their motivations and persuade firms of their genuine desire to accept a lesser position, others may encounter recruiters’ apprehensions that a diminished role will result in dissatisfaction. The worry is that the overqualified employee would soon become unchallenged, disenchanted, and eager for their next opportunity.
“Upon joining a company, it may require three months to a year for an individual to achieve full productivity,” elucidates Greer-King. “Regardless of an individual’s exceptional proficiency for the position, they cannot merely arrive and perform the duties; they must comprehend the culture, processes, and technology.” Investing much time on an individual, only for them to depart six months later, is not a prudent hiring decision.
Individuals in top positions within businesses characterized by a well-defined corporate hierarchy, such as management consulting, may be especially susceptible to the risks associated with over-qualification. Davis Nguyen, creator of My Consulting Offer in Georgia, US, states, “An individual may possess extensive expertise in one domain and seek employment in another, only to be advised by the recruitment team to pursue a more senior position.” “However, if the company lacks a vacancy at that level, the candidate will ultimately be declined.”
Employers may reject such candidates by stating they possess excessive experience for the role. Occasionally, they communicate that the individuals are not the most suitable candidates for the organization.
If a somebody is descending one or two levels and has presumably already attained the benefits of the position, it is essential to inquire about their motive. Terry Greer-King
“An employer seeks to recruit the appropriate individual, at the optimal moment, who can evolve within the position, advance, and mature,” states Greer-King. Employees typically seek challenges, which correlates with increased happiness and prolonged tenure. Fundamentally, goodness is not inherently good; a candidate may be deficient in aspects beyond talent and experience.
Some agile employers may successfully utilize these overqualified individuals. Greer-King asserts that small enterprises, being less restricted by corporate frameworks and hierarchies, are more capable of attracting overqualified personnel. “Start-ups exhibit agility and possess flexibility,” he states. “They can employ a highly qualified candidate and substantiate this with a job title and salary commensurate with their expertise.”
Agile employers might acquire over-qualified individuals and, by promptly advancing their positions, mitigate any potential feelings of ennui, asserts Shelley Crane, director of permanent placement services at the recruiting firm Robert Half in London. In this manner, organizations leverage an employee’s expertise while maintaining their motivation and engagement over the long term.
“An individual deemed ‘too good’ for the position will serve as a temporary asset to the organization,” she asserts, “unless there are exceptional opportunities for internal advancement.”
Employers may be more inclined to accommodate younger, over-qualified individuals, as Greer-King suggests that their rationale for accepting a lower position is more easily defensible. The higher your rank, the greater the decline to a junior post, and the more probable it is that the immediate necessity is financial. Employing an older applicant implies that they would be subordinate to someone with lesser experience and a younger age, potentially leading to structural complications.
Currently, the recruiting crisis necessitates that businesses cannot afford to be excessively selective regarding over-qualified candidates. Greer-King recognizes that evaluating excessively experienced individuals is more challenging in a highly competitive employment market.
Crane asserts that firms prioritize the retention of current employees, whereas excessively qualified candidates continue to be rejected. “In the present market, locating a new candidate can be both expensive and time-intensive,” she states. “When overqualified employees depart, the organization frequently returns to its original state.”
Crane cautions workers eager to relocate against the temptation to intentionally minimize skills or exclude experience from their resumes. As a candidate’s professional background is likely to be examined during a job interview, any deceit may be revealed later in the recruitment process.
“It is never advisable to diminish your CV,” she explains. She cautions employees from pursuing positions for which they are excessively qualified, stating: “If an individual applies for several roles beneath their skill level and faces rejection, it can severely undermine their confidence.”
Ultimately, although perseverance and a resolute job search may yield rewards, the truth is that certain seasoned candidates may find themselves impeded without any fault of their own. This is especially true for senior employees, particularly those who have been with a single organization for an extended period. “They may be entrenched in a different workplace culture,” states Greer-King. “This renders them less pliable.”
Nonetheless, the affliction of being overqualified can impact anyone, including Emily. Although she did not secure her desired position, she adeptly navigated her professional path and ultimately attained a place at a smaller entertainment business, which proved to be an advancement above her prior employment.
The perception of being excessively qualified for her ideal position prompted her to ponder why a corporation would opt to exclude a competent employee—one willing to ascend from a subordinate capacity and eager to contribute to the organization. “I applied for the position because I genuinely believed I could contribute significantly to that organization,” she states. “I made the decision to pursue it.” Claiming I was overqualified removed that option from me.
Reference:
BBC
Questions
- If you were one of the affected parties, how would you deal with it?
- Should qualification be the only criteria for benchmarking a hire?
- Would putting a relative weightage for qualification and experience help in better understanding?
