Quelle est la meilleure façon d’embaucher un candidat qui est surqualifié pour le poste ?

To assess the validity of your "overqualification" concerns, you HAVE to assess candidate motivation. Overqualified candidates may trigger concerns tied to title and comp, but those are merely two facets among a myriad of other motivators. Factors like location (remote or local), organizational mission/values, team culture, benefits, stability, work-life balance... some of these simply hold more weight than leveling to certain individuals. If someone is willing to take a more junior role in order to join a great local team with a meaningful mission and true 9-5 hours, their additional experience is an advantage, not a red flag.

You need to know if a candidate belives they are over-qualified. If not, then it's less of an issue. But in some instances, a person just needs a job and will take whatever they can get. Such employees may be more likely to leave if they find a better fit.

After understanding their "why" for applying to the position it lets you really know their reasoning for applying to that position. Sometimes people fall on hard times and are just looking for anything to get back working which is usually very common. As the recruiter, you can either push them through and give the hiring manager insight or you can share other roles that better meets their skillset if it is available. If nothing exists you can always share their resume with leadership. Leadership might be able to create a position tailored to their skillset and experience.

You have to be honest in any situation. But the first step is to actually make people feel comfortable talking. The candidate could be overqualified but they could have been out of work for a period of time as well, so creating an environment where people are heard is crucial. Finding out from the candidate 'Why are they applying?' is important. Sometimes, this could be due to the brand or the culture that people want to be part of."

At first answer to yourself what makes you doubtful about hiring this person. Then articulate your questions in an empathetic yet straightforward manner. Thus, you might get into an open insightful dialogue. Sometimes people are not really aware that you consider them as overqualified. Often they have a reason for applying for a lower position. Frequently we find that these people have experienced ageism as a barrier in their professional career.

Highlight any advantages the position offers in terms of work-life balance, reduced stress, or a more predictable schedule. Overqualified candidates may appreciate roles that allow them to achieve their professional goals while maintaining a healthier work-life balance.

Hiring an overqualified candidate involves showcasing your company's unique benefits. - Highlight growth opportunities, emphasizing your commitment to professional development. - Share your organization's culture, values, and vision, offering a sense of community and ethical practice. - Present challenging and impactful work projects, and discuss clear career advancement paths within the company. - Emphasize flexible work arrangements and work-life balance, and point out unique benefits and perks. - Most importantly: Engage in transparent communication about their overqualification, understanding their motivation, and aligning expectations. This approach can turn an overqualified candidate into a valuable, long-term asset.

Highlighting the benefits of working for your organization involves showcasing opportunities for learning, growth, and development, as well as emphasizing the impact and meaning of the work. Additionally, highlighting flexibility, autonomy, and creativity can appeal to a candidate's intrinsic motivation and demonstrate how they can contribute to the organization's success.

Expanding on my point above, once you have insight into a candidate's true motivations for seeking a new role, you can take extra care to explain the benefits or opportunities that your company offers in line with their values system. For example, if a candidate is seeking a career w/constant growth and development, highlight the ways in which your company offers on-the-job training, conference credits, stats on internal hiring, and employee testimonials that back up these stats.

So, because a novelist has penned bestsellers, they shouldn't relish the art of writing short stories? Highlighting benefits to attract an "overqualified" candidate is strategic, but let's pivot the narrative: Intrinsic Value Over Position: Emphasize how their depth of experience amplifies the role's impact, not diminishes it. Craft a New Challenge: Present the role as a canvas for innovation, where they can apply their expertise in novel ways. Ask them: "How might your vast experience redefine this role beyond its traditional boundaries?" It's not about the stage size but the performance's impact. An "overqualified" candidate can turn a routine role into a masterpiece of productivity and inspiration.

Addressing potential challenges involves being honest about the limitations, drawbacks, and risks of the role, while also discussing how the organization will support the candidate, provide feedback, and recognize their achievements. It's important to reassure the candidate that their skills and experience are valued, and that they will be challenged and respected in the role.

From my experience, potential conflicts may arise with colleagues at the same level, role constraints, reduced compensation, and the boundaries of a lower seniority position. It's crucial to be transparent, not just about role responsibilities but also the chance for new challenges that engage and leverage their skills. Addressing this topic requires careful and open communication. In the end, they may decide the role is not in their best interest to pursue.

Some people want a job to be a perfect fir for their skills. If you see a mismatch, be honest. Some people may still feel comfortable. But others will be thankful for your honesty.

Address the challenge with the candidate, as well as the hiring manager, the HRBP and the wider team. Overqualified hires are risky and expensive hires, so the topic should be addressed to fully understand the potential risk for better risk management in the near future. This goes for the candidate as well. Point out the challenge and spend a lot of time probing motives behind candidate's decision.

So, because someone was once a star athlete, we assume they can't enjoy a casual game of catch? Ugh, that's frustrating. To your point...Addressing potential challenges head-on shows respect for the candidate's depth of experience: Clear-eyed Realism: Be upfront about the job's nuts and bolts. Not every day is a walk in the park, and that's okay. Tailored Support: Explain how you'll back their play, from regular check-ins to celebrating the wins, big and small. It's about ensuring they know they're stepping into a role where their expertise is not just welcomed but essential. Cheers to that!

This is one of the most important steps. Most people falsely assume that a high-level individual operating in a horizontal work category is considered overqualified. When in fact, they might have no experience in the role to begin with. For example, a Doctor might be great at practicing medicine, but may not be a great fit as a Healthcare Manager. Evaluate for fit carefully during your hiring process to ensure that you select the most competitive candidate for the role.

Assess how well the candidate would integrate into the existing team. Consider their communication style, collaboration preferences, and ability to work effectively with colleagues who may have different experience levels. Evaluate the candidate's adaptability and willingness to take on different tasks. An overqualified candidate who is open to adapting to the role's specific requirements and challenges can be a valuable asset.

So, we're saying that because a chess grandmaster excels in strategy, they can't enjoy the simplicity of checkers? Listen, evaluating a candidate's fit is crucial, but let's not box them into conventional roles based on past titles alone. Interview tip: Utilize role-playing and case studies to uncover how their unique experiences can offer fresh insights. Collaboration Is Key: Involving team feedback ensures a holistic view of how they blend into the existing ecosystem. Cheers! -Celebrate the moments when a candidate's unconventional background brings unexpected value. The melding of different worlds often leads to the most innovative solutions. Let's not overlook the grandmaster's potential to revolutionize the game of checkers.

The starting compensation packages your company offers for top talent needs to reflect the top of market value in your industry. If your company is not doing this ... your competitors are.

When negotiating salary with an overqualified candidate, it's important to balance financial compensation with the unique value they bring. First, understand their expectations and reasons for interest in a potentially lower-level role. Acknowledge their experience, but also clarify budget constraints and compensation structures. Emphasize non-monetary benefits like professional development opportunities, work-life balance, and company culture. Discuss potential for performance-based bonuses or future salary reviews based on their impact. Be transparent about growth opportunities, which could lead to higher compensation in the future. This approach shows respect for their qualifications while aligning with your organization's capabilities.

If the candidate can offer unique skills and experience that benefit the company, why not negotiate salary with them? Even taking it a step further, consider expanding the job responsibilities or even seniority title to accommodate this. If these steps can be done, you may be giving the candidate a greater likelihood of succeeding and remaining at the organization long-term.

Crafting an offer for a seasoned pro isn't just about compensation; it's about recognizing and rewarding the richness of their experience in ways that resonate. So when negotiating an offer for someone perceived as "overqualified" demands creativity and flexibility: GO Beyond the Paycheck: Tailor benefits and perks to their life stage and professional journey. Think of project leadership roles or specialized training opportunities. Provide Unique Incentives: Offer what money can't buy - like mentorship roles or autonomy in projects that ignite their passion :-)

This is probably the most powerful step espeically for ND folk that need all the information, contact details and where they are going. It's worth maybe doing a trip or I like to call them a "Ghost run" so you can familiarise yourself with how to get there (Aslong as it's not too far) Use stuff like : 👉🏻 Google maps 👉🏻 Check who the ND champions are 👉🏻 Be yourself.

We shouldn’t just be onboarding overqualified candidates well. It should be a top notch onboarding for any new hire. I think what could be different here is the piece about additional add-ons that came from negotiation and conversations with the candidate. Maybe this person wants to take a little bit more mentorship under their wing. Show them how mentorship is built at your company as part of the onboarding process. Introduce them to all of the additional benefits that come with being an employee (ERGs, voluntary benefits, EAP, etc.) Connect them with senior leaders if they’d like. Show them what longevity looks like at your company and how available/transparent people are. The more tailored & hands on, the better the candidate experience.

Onboarding any employee well is crucial. However, if the employee is thought to be over-qualified for the job and there's a desire to ensure long term commitment, then it's worth doing the following: - Agree on clear expectations on scope of the role, i.e. what success in the role looks like. - Embed growth opportunities / career progression into induction so the employee knows what's ahead. - Fully integrate within company culture - Most people will stick around if they feel part of a great network of people with empowerment.

If the individual is genuinely interested in the position & the company, he could be a good fit for the company. The most important thing to be considered apart from the skill is whether he aligns with the values of the company. Also, the human qualities of the individual are very important. If it's a small company then offer them to be part of the growth of the company while if it's a large organization then the company can have an upper hand to negotiate but the negotiation must be thought from the perspective of the individual.

How exactly are we quantifying some as being “overqualified”?? Oh, you mean someone who applied for a position that they have experience doing in another organization for some undetermined length of time, possibly having been promoted into some “better” position, only to find they don’t enjoy the new position and would find more joy in the previous position? - OH NO, not the old “Taking a step back” line of bs. Or does “overqualified” mean they’ve made more $$ in a different position at a different company and know full well they don’t need to make that much to live happily?? Or maybe we mean a candidate whose learning curve is minuscule & able to contribute to the bottom line faster? There is no such thing as overqualified, period.

Ask the candidate why they want to join the company and make sure they have a reason that makes sense. I once interviewed someone who had a technical director position previously and was applying for an autonomous individual contributor position. He said he wanted to be an individual contributor again, and we needed someone who could not only code on their own but work directly with the client. It was a great fit. In contrast, if the job isn't really what they want then it may not make sense to hire them. That being said, I encourage adapting job roles to fit the individual hired.

It's all about perspective when determining if a candidate is overqualified or not. Do not make assumptions or assume they are overqualified based on superficial qualities. Also, be careful not to let your biases surrounding age, gender, or education affect your determination, as this violates fair employment laws.

Sometimes candidates don't know they're overqualified. If they are already aware of that, then ask what attracted them to apply for this position. Assess their motivation, identify gaps, communicate expectations, and make a decision. Also, consider other roles in the organization that might be a better fit.