Editor's
note: Following is the seventh installment of a series on bouncing back from a
layoff. Look for the next article in this series next Thursday.
"You're overqualified." It's a common refrain experienced executives hear
when they're in the job market.
Every week, I talk with job hunters who have lost out on opportunities
because they were "overqualified." Telling someone he or she is overqualified is
a white lie, and, as a job candidate, you shouldn't accept it. It's like a lover
breaking up by saying, "It is not you, it's me" or "This hurts me more than it
does you."
Labeling a job seeker "overqualified" is a cover for something else. Think
about it. Whom would a reasonable employer want to hire: someone who is
experienced, qualified and competent, or someone who is inexperienced?
Let's face it: There's no such thing as
"overqualified." Many employers have preconceived notions about candidates
of a certain age or with a high salary history or level of experience. Former
entrepreneurs are also suspect. Overcoming this obstacle is a difficult task.
Employers don't reveal their concerns, or they hide behind pat phrases.
What's the real reason you're not hired because you're "overqualified?" Your
qualifications have nothing to do with it. It's a way to package the other
concerns an employer has about you. Here is what they really mean:
You're too expensive and wouldn't even consider working for the pay we
will likely offer, so why invest any more time with each other?
You are set in your ways, will come with baggage and bad habits, and won't
do things our way. We'd rather hire someone whom we can shape and mold and who
will drink our Kool-Aid.
You'll be bored and leave in six months, and then I'm in the same spot I'm
in right now.
You'll be a "know it all pain in the butt" who intimidates the staff.
You'll be a "know it all pain in the butt" who knows more than the manager
(who's intimidated and fearful that you'll take his or her job, once you
expose gross incompetence).
You may take this position, but the moment the market turns or you get an
offer at your previous level, you'll leave, so why go through that pain?
Your best defense against these concerns is a good
offense. Address any potential obstacles head on and early in an
interview. Don't wait for an interviewer to bring them up, as they may never
talk about them with you.
If it's an obvious concern like age, experience, or a background in a
different field or as an entrepreneur, don't worry that you'll be raising a red
flag or drawing attention to a subject that hasn't been mentioned. If the hiring
manager hasn't thought about it yet, he or she (or someone else) will before
you're hired. At that point, it will likely be too late for you to respond.
Anticipate the objection with a simple phrase such as, "You may be concerned
how I'll handle working for someone else since I've owned my own business for
the past few years. But I can tell you that I'm happy to hand over the reins to
someone else and focus on what I do best."
Take control of the interview and the information. Present your story so as
to nip any concerns in the bud.
