Hiring Overqualified Candidates

I recently read an article, well really a Blog, that got me thinking.  In our business, we are constantly searching for the "high potential" or "stretch" candidate.  Traditional thinking in the world of corporate recruiting says "stay away from candidates with too much experience."  But why?  So what if someone seems overqualified.

Amy Gallo recent wrote her piece in Harvard Business Review titled "Should You Hire an Overqualified Candidate?"  In this posting she dives into the common reasons why not to hire the candidate who is perceived as overqualified.  But what she says about why companies might want to look at those over-experienced or overqualified candidates is more intriguing. 

Think Broadly!
Could this person who has all of this experience from another industry or in another role be able to come in and quickly add value to parts of your organization that you are currently planning for?  Can you expand a particular role to put those "extra" skills to use now or in the future?  Businesses are placing an emphasis on workforce planning and succession planning now more than ever.  You need to be two or three steps ahead of your hiring needs in order to stay competitive for the future.  That "overqualified" candidate just might be the perfect fit for where the business is trying to go.  Think about how he or she can fit in now and what a great value to the business they will be in a year or two once the organization has progressed.  If you plan your business' hiring needs with only the here and now in mind, your hope for growth will soon hit a wall


Make sure you have a plan
When conducting interviews for our clients, we are always looking for people with drive to progress beyond where they are today.  Candidates oftentimes have goals for where they want to be in 5 or 10 years.  If you are planning ahead and hiring someone who may have more experience than is need for the current job but who is perfect for that next step, set the expectations up front.  Let that person know there is a plan and that plan is dependent upon performance.  The "overqualified" candidate will surely stick around if they are performing well and know that the plan is unfolding before them.  If you have set the expectation right up front and share with them that 5 year plan for the business and for them there is no reason why they should not continue to be engaged and enthusiastic about their role.

Don't be cheap
Just because you can hire a candidate with more qualifications for cheaper than they are worth because of a down economy...DON'T.  And this goes for any candidate that is an A player.  If the that person is that strong, don't low ball them.  Remember that you are always competiting for top candidates.  If you can't pay, pass.

Any way that you slice it, hiring is a game of risk.  Our job in that game is to mitigate the risk for our clients by being consultants in the process and doing our diligence on how candidates fit the current and future business needs.  In certain cases, it is worth the slight increase in short term risk to go out and get that "overqualified" candidate to over-meet a current need and plan well for the future.  You have to know the market, your competition, and most importantly, the person or candidate.  In the right circumstances the overqualified candidate is the best match for your businesses needs.

The Global Association for Strategic Talent Management

If you have not recognized the importance of creating a brand for your company and using social media as a way to recruit using that brand, then you are missing the boat. If the Fortune 1000 are doing these things to reduce the cost of 3rd party recruiting to their organizations, it is only a matter of time before the rest of the world catches on. Now I am not saying that 3rd party recruiting will go away or that it is obsolete, but, I am saying that recruiters better figure out how to incorporate some of these newest ideas into their value propositions or they will be left behind.

Here is a great webcast that sheds the light on some of the issues facing the world of recruiting now and over the course of the next ten years... watch and learn!

Human Capital Institute | The Global Association for Strategic Talent Management

A New Way of Doing Things: Changing the way recruiters add value through process NOT candidate ID

The market is changing for recruiters and you better be prepared. If you are stuck in the days of selling the fact that you can "find" talent then you are spinning your wheels, or you soon will be. Clients are more demanding and Human Resources leaders need to believe that you can provide value so that they can show ROI. Everyone is using social media to build their networks and connect with more people in more ways and in more places than ever before. With information so easily available almost anyone with a computer can become a "recruiter" and throw a resume, or ten, out to a HR Manager in need.  But how does this create value?

The answer is that is doesn't.  It does not save time.  Nor does it provide value in the form of a service that they do not have the ability to do themselves.

Most people are now expected to do more with less and it will be those people that can find creative ways to partner with experts to help them manage critical processes to improve their business who will flourish.  So what does that mean for recruiters and the firms who employ them?  If you can't assess and screen talent, manage the scheduling, work through the offer stage, and create interest in your clients' organizations then you had better learn how... and fast.  The truth is that we can no longer be recruiters because finding and presenting resumes is a small part of the process.  It is what happens after that and how you can manage that process for others where you have the opportunity to make a difference. 

The following blog from the Human Capital Institute did a very good job of framing this shift:
Creating Real Impact and Results | Human Capital Institute

I am ready... are you?

SOME ASSEMBLY REQUIRED: Best Practices Poorly Executed Are Not Best Practices

SOME ASSEMBLY REQUIRED: Best Practices Poorly Executed Are Not Best Practices