There was a time when being ‘overqualified’ meant having too many degrees for a low-skill job. A glaring example occurred in Uttar Pradesh, a few years back, where a shocking 3,700 PhD holders applied for peon vacancies—jobs that required no more than a Class V education. This absurdity highlighted a broken system, but today the issue has evolved. Overqualification is no longer about degrees alone; now, it’s about being too skilled, and it’s still holding companies back.
Recently, Google made headlines for rejecting a Delhi-based software engineer for being ‘overqualified.’ This isn’t just a bad hiring decision—it’s a symptom of a larger problem in today’s workforce. Companies are turning away exceptional talent because they fear the very brilliance that could drive their businesses forward.
Playing it safe
The corporate world has developed an unhealthy obsession with hiring the ‘perfect fit.’ Businesses would rather fill positions with mediocre candidates than risk hiring someone who might challenge the status quo. Companies want employees who fit neatly into their rigid job descriptions, and they’re terrified of anyone who might outgrow the role.
Take this response from a hiring manager at a bank when approached by an engineering graduate: “Your technical skills are impeccable. You answered everything perfectly. But this is a bank. You’ll get bored and leave within a year, and I’ll have to start hiring all over again.” It’s baffling. Instead of seeing this as an opportunity to bring in someone who could elevate the business, the manager chooses the path of least resistance. Less talent, fewer headaches.
But here’s the problem with this approach: it’s a coward’s strategy. By avoiding the so-called overqualified, companies are not protecting themselves—they’re handicapping their growth.
Overqualification? Or just a lack of vision?
The problem isn’t overqualification; it’s a lack of vision. Many companies are scared of hiring talent that could outshine existing structures. They assume overqualified employees will quickly become bored and leave, instead of seeing the opportunity to elevate their business. But the truth is far more complex—and far more optimistic. Studies consistently show that overqualified workers tend to outperform their peers. In fact, when properly managed, they stay just as long, if not longer.
The real issue is trust. Businesses are reluctant to trust that someone with more experience or skill will be satisfied in a role perceived as ‘beneath’ them. It’s a false assumption, but it’s one that continues to cost organisations exceptional talent.
The mid-career struggle: Experience is undervalued
For mid-level and senior managers in their late forties and fifties, the job market can be brutal. They are repeatedly shown the door when they apply for roles ‘below’ their previous positions. Why? Because they’re considered overqualified. Companies fear that hiring someone with a rich professional history will disrupt the team dynamic or that they’ll quickly seek something better.
Here’s the truth: this is an embarrassment for the industry. A failure to recognise that experience matters. These professionals are not desperately seeking a ‘lower’ job out of boredom—they’re seeking stability, purpose, and a chance to contribute. But time and again, companies pass them over, worried they won’t stick around.
The issue isn’t that they’re overqualified. It’s that businesses are unwilling to see how their skills and experience could actually benefit the organisation. They’re afraid of being challenged. And that fear is costing them the kind of leadership and expertise they desperately need.
The real risk: Underestimating potential
Hiring should never be about simply filling a role. It should be about vision. What does this person bring to the table not just today, but in the future? If a company hires someone overqualified, they should ask themselves: where will this person be in five years? Can we support their growth and ambition? It’s not about avoiding overqualification; it’s about seeing the bigger picture. The best hires aren’t static—they need room to grow, innovate, and contribute.
The real solution to managing overqualified employees isn’t avoiding them—it’s empowering them. Studies show that when given autonomy and decision-making power, overqualified employees thrive. They perform better, stay longer, and drive innovation. The problem isn’t their qualifications—it’s how they’re managed. Companies need to stop treating overqualification as a liability and start viewing it as an asset.
Overqualification is a myth
Overqualification is nothing but a myth used to justify lazy hiring practices and a lack of foresight. The real issue isn’t that these candidates are ‘too good’; it’s that companies are too afraid to let them excel. The next time a business passes on an overqualified candidate, they should remember: talent is hard to find, and harder to keep. Rejecting brilliance isn’t protecting the company—it’s dooming it to mediocrity.
The future of any business relies on talent that pushes the boundaries. If companies continue to fear those who are ‘too good’ for the job, they’ll miss out on the very people who could lead them into the next era of success.