10 More Good Reasons You Should Hire Overqualified Candidates

Second of two parts

Yesterday, I listed 10 Good Reasons You Should Be Hiring Overqualified Candidates. Today, I’ll list 10 more good reasons for you.

The 20 different reasons or benefits associated with hiring overqualified candidates are separated into three categories: 1) recruiting/ business impacts; 2) reasons to be suspicious of qualifications; and 3) actions to mitigate potential problems.

Recruiting and business impacts

11. They may be a self-motivated professional – If you are hiring a professional who is overqualified, it is highly likely that their professionalism and self-pride will drive them to perform and excel, regardless of what job they are currently in.

12. Avoid serious legal issues –There are no legal justifications for using “overqualified” as a rejection factor. In addition, because having excess qualifications are often directly correlated with age, refusing to hire the overqualified candidate can create serious EEOC issues. And since older individuals are highly likely to complain, litigate, and also serve on juries, I don’t recommend refusing to hire the overqualified without hard data supporting the fact that they have a low probability of on-the-job success. Any legal issues are likely to be compounded if you don’t specifically state that in your position description that one of the qualifications for the position is not being “overqualified.”

Why you should be suspicious about most qualifications

13. Most jobs specifications are inaccurate anyway – Most jobs specifications are not scientifically determined. That’s because jobs themselves are now changing rapidly. As a result, many job descriptions are highly inaccurate. Simple analysis will often reveal that many of your current top-performing workers have less, more, or a different set of qualifications than those found in the position description. So don’t make hiring decisions based on qualifications where “having them” or “not having them” may have little impact with on-the-job performance.

14. Even accurate qualifications may have a short shelf life – With so many new technologies, practices and products, most current qualifications quickly become obsolete. This means that whether the candidate has the right amount or excess qualifications, all of them may quickly become obsolete. And this means that the ability to learn rapidly and adapt may be more important than a close examination focusing exclusively on a candidate’s existing qualifications.

15. The candidate may not be as overqualified as you think – We know that many individuals exaggerate on their resumes and during interviews. And as a result, it’s quite possible that the actual skill set of an overqualified candidate may turn out not to be significantly higher than the average candidate.

Minimizing potential over-qualification problems

16. Identify if hiring manager insecurity is the underlying reason for rejection – The real reason why overqualified individuals are not hired may be related to insecurities on the part of the hiring manager. You certainly don’t want hiring managers to hurt your firm by selfishly refusing to hire over-qualified individuals simply because they fear that they may show them up or threaten their job. It may be necessary for HR to work with hiring managers to avoid this kind of selfish company-damaging behavior.

17. Empowerment makes a difference – It turns out that by simply giving overqualified new hires some freedom, you eliminate almost all of the perceived negatives related to hiring the overqualified. This is because if you empower new hires who have excess qualifications, they will generally find a way to apply those qualifications in your organization.

18. Flexibility in the job can eliminate any concerns – Most over-qualification issues can be resolved quickly if the organization and the hiring manager is willing to shape the job. By simply changing or adding responsibilities to match the overqualified candidate’s skill set, they will have more business impact while at the same time reducing any potential frustrations from working beneath their experience/skill level.

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19. A development plan can eliminate most concerns – Managers can often mitigate any issues related to the overqualified candidate if they provide the new hire with a development plan. Letting them know that there is a plan with deadlines to develop them can help alleviate any of their fears and anxiety. This development plan might include stretch goals or part-time rotations and projects that will quickly expose the individual to the rest of the organization. This exposure and their performance could make it more likely that the overqualified individual could move quickly internally to another job that more closely fits their qualifications.

20. You may not need to be concerned about referrals – If the overqualified candidate has been referred by a top employee, your concern should be lowered. This is because you can trust that your top employees will have already assessed them on their fit and their willingness to work at a level below their qualifications.

Final Thoughts

It seems silly and inconsistent to me that hiring managers who are continually complaining about the high volume of unqualified candidates are willing to further weaken their candidate pool by rejecting individuals with too many qualifications.

Rejecting someone because they have too much of what you desperately need seems at best illogical. However, I’m not surprised at this illogical behavior because I have found during my 35 plus years in recruiting that most hiring managers and some recruiters make decisions based on gut feelings and completely unproven assumptions and stereotypes.

If talent acquisition leaders want to prove or disprove the value of hiring the overqualified, calculate the statistical correlation between excess qualifications and weak performance and high turnover. Or alternatively, simply occasionally hire a few overqualified candidates and directly track whether they perform above or below what is average for new hires.

Questioning this rejection factor has become even more relevant recently because research at firms like Google have demonstrated that other widely-relied-on recruiting factors like grades, test scores, brainteasers, and unstructured interviews simply have little predictive value when it comes to identifying great hires.

During a time where the “under qualification” of applicants is a huge problem, it makes no economic sense to reject those whose only fault is having “too many” qualifications!

Dr. John Sullivan, professor, author, corporate speaker, and advisor, is an internationally known HR thought-leader from the Silicon Valley who specializes in providing bold and high-business-impact talent management solutions.

He’s a prolific author with over 900 articles and 10 books covering all areas of talent management. He has written over a dozen white papers, conducted over 50 webinars, dozens of workshops, and he has been featured in over 35 videos. He is an engaging corporate speaker who has excited audiences at over 300 corporations/ organizations in 30 countries on all six continents. His ideas have appeared in every major business source including the Wall Street Journal, Fortune, BusinessWeek, Fast Company, CFO, Inc., NY Times, SmartMoney, USA Today, HBR, and the Financial Times. In addition, he writes for the WSJ Experts column. He has been interviewed on CNN and the CBS and ABC nightly news, NPR, as well many local TV and radio outlets. Fast Company called him the "Michael Jordan of Hiring," Staffing.org called him “the father of HR metrics,” and SHRM called him “One of the industry's most respected strategists." He was selected among HR’s “Top 10 Leading Thinkers” and he was ranked No. 8 among the top 25 online influencers in talent management. He served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees, and he was the CEO of the Business Development Center, a minority business consulting firm in Bakersfield, California. He is currently a Professor of Management at San Francisco State (1982 – present). His articles can be found all over the Internet and on his popular website www.drjohnsullivan.com and on staging.ere.net. He lives in Pacifica, California.

 

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