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A recent conversation with a group of highly experienced, unexpectedly unemployed human capital leaders suggests we need a more progressive and inclusive approach to talent recruitment. Biases and self-imposed constraints are holding back our hiring efforts.
Like you, I receive conflicting reports about economic forecasts, skills shortages, leadership gaps and the need for human-centered skills to complement (and perhaps offset) what AI will bring.
Hearing about the progress of these talented leaders' job searches was eye opening. Insights, perspectives, successes and failures — a boatload of wisdom. While their gravitas was striking, the lack of appreciation they were experiencing in the labor market was unfortunately quite similar. Here are the crazy things they were told as they interviewed for potential new roles.
#1: You Have too Many Skills
This may be the most offensive of the lot. Can you imagine talking to your brain surgeon about an upcoming surgery, or a pilot for an upcoming flight, and telling them they were TOO skilled to cut into your skull or fly you across an ocean at 36,000 feet? Just absurd. Granted, most work does not involve life or death decisions, but the assumption that someone can have an overabundance of skills and knowledge is ridiculous.
It’s not a matter of how many skills you have. Instead, we should look for the intersection of the employer needs with the motivation of the potential employee. Experienced workers enter the labor market with a wide range of career experiences, some of which they have no desire to repeat. No doubt I developed skill sets that I would prefer never to use again. Two that immediately come to mind are “layoff 30% of your team” or “cut your budget 25%.”
Advice: Don’t make assumptions about what skills an experienced candidate does or does not want to use. Ask them and listen, as they know what motivates them.
Related Article: How to Hire for Potential, Not Just Experience
#2: We Can’t Offer You Career Progression
This one is the first runner-up to “too many skills.” Experienced talent has a unique view of career progression. Compared to early career talent, they are far more self-directed, independent and often have a limited desire to “progress” in the traditional sense. Don’t be mistaken — they value professional growth and development, and welcome those opportunities from an employer. Just don’t hold your breath waiting for them to ask for career guidance.
Advice: Ask experienced candidates what kind of professional growth they would value. They will tell you and it’s probably not that complicated.
#3: You Would Know More Than Your Direct Manager
So why is this a problem? As a leader, I always prefer to surround myself with colleagues who have greater expertise than me, as the probability of my success dramatically increases with a talented team. Experienced talent may have limited interest in moving back into leadership roles, but instead enjoy enabling the success of their less experienced manager and peers.
Advice: Coach inexperienced (or insecure) leaders about the advantages of having experienced talent on their teams. As the saying goes, work smarter not harder.
Related Article: Worker Shortage? Tell That to the 'Older Workers'
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#4: Your Experiences Might Intimidate Other Team Members
When positioned appropriately, an experienced new team member can collaborate across the broader group, coaching and advising teammates on how they can develop new skills and succeed in their roles. I consistently hear experienced talent share their desire to “give back” to their profession, their organization and their colleagues. Without the burning desire to climb the corporate ladder, experienced peers offer genuine support with fewer hidden agendas. Typically, the concerns about intimidation are not from peers, but from the team manager.
Advice: Stop looking for trouble where none exists. Focus less on organization structure and tightly defined roles, but instead think of experienced talent as utility players that can move fluidly around the team to contribute in ways you don’t anticipate. Their greatest impact may indeed be indirect.
#5: We Can’t Afford You
Experienced talent knows two things about compensation: their worth and what they need. Those two numbers may not be the same. Hiring organizations should never eliminate an experienced candidate based solely on assumptions about their desired compensation. There are many reasons experienced talent chooses to work, and you may be surprised that compensation ranks lower than purpose, personal growth and simple enjoyment.
Advice: Don’t begin recruitment of experienced talent with a conversation about compensation. Start by understanding their motivation, explore how they can contribute and keep an open mind. Of course, a compelling offer must include compensation, but your offer should lead with their ability to contribute value, the opportunity to grow professionally, and an emphasis on providing flexibility.
