Isn't "Mature and Overqualified" exactly the candidate you really should hire?

I know many candidates hear these words when being told why an employer ruled them out as new hire. However, I believe these might be the exact candidates business may want to hire as they emerge from the recession.

During the downturn, companies slashed headcounts deeply, cutting long-time performers, highly talented individuals with little regard to the impact it would have on the organization other than reducing payroll. Firms hit the panic button to stabilize losses and preserve cash flow and we all know the result of the staggering layoffs.

As we emerge from the dark days, companies have a new set of challenges in the current job market. Gone are the old reliable sign-on bonuses and high salaries to attract top performers. With a few more fish in the talent pool, some organizations will give in to the temptation to cast aside that "overqualified" resume thinking the candidate doesn't have anything to offer or isn't affordable with today’s shrunken pay structure and possible lack of perks. Instead of thinking you can't afford to hire them, ask yourself, can you afford not to?

Organizations that are smart will be positioning themselves now for the recovery and growth that are underway. These firms are uniquely positioned to get a jump start on acquiring the best talent available. It's truly a unique opportunity that will likely not present itself again for a very long time.

So, before you discard a candidate as being "to mature" or "over qualified," consider this:
1) They are very well networked - a great benefit for your company and your bottom line.
2) They have been there and done that. They bring experience to your team. It's invaluable to have staff members who know what works and what doesn’t. Increased efficiency = increased profit.
3) These individuals are mature, stable and often have a proven track record of results. They hustle and produce results quickly.
4) They take pride in their performance. It's likely they will increase the level of competition within your team (that's never a bad thing).
5) They aren't likely to demand more compensation than the market will bear right now. They are fine with fair pay based upon performance. They make money if you do. Plus, they will likely require less training.

So, before you pass over that resume, make certain you have considered all the alternatives. Investing in mature and highly experienced candidates will result in increased productivity, as well as quicker growth for your organization.

Please contact us if you need help in identifying and attracting top-level talent for your team.

Thank you,
David Lammert

Give Them What They Want (Part 2)

A few weeks back I shared some familiar themes which I hear from candidates. There are candidates that are both happily employed and otherwise, and all have strong opinions about what they seek from leadership in the workplace environment.

As promised then, today I want to share common themes and feedback I receive from hiring authorities and Human Resource Professionals about what successful candidates do and say in interviews.

1) Show up well prepared.
Who do you think get's more job offers, better qualified candidates or better prepared candidates? Candidates who come prepared for an interview, that have completed research, rehearsed questions and responses and can articulate themselves, will beat out a well qualified candidate who has not done their homework every time.

2) Ask great questions!
Be prepared to ask focused, intelligent, and compelling questions. You must go beyond the basic, and instead ask important questions like “why is the position available”? Identify issues and problems that need to be solved and present well-thought out solutions after you have gained the necessary information. Don't fall victim to your preconceived notions about the job.

3) Visualize yourself as part of the team during the interview.
No need to share proprietary information: just engage as though you are already collaborating to solve challenges. This can be effectively done in one-on-one interviews as well as panel interviews. Inquiring about what issues need your immediate attention after hiring is a great way to do this.

4) Be willing to tell your interviewer..."I don't know but, I am willing to learn".
Red flags go up and sirens go off when a candidate can not admit or identify weaknesses. We all have strengths and areas of weakness. Your potential employer just wants to know what yours are going in. You will gain respect, more often than not, if you can identify yours and cite examples of your effort to correct or improve it.

5) Answer all questions as directly as possible.
One of the quickest ways to be eliminated from consideration is to avoid answering questions. If needed, ask for clarification. Then, provide an answer to the question. This goes back to my original point of practice and preparation. The more preparation you do, the less likely you will be asked a question that you will have trouble answering.

I hope you will find this feedback helpful the next time you have an interview.

Good luck!
David Lammert