Receiving a CV from someone who appears blatantly over qualified for the role they are applying for can raise recruiters’ eyebrows. The initial reaction is that this person is willing to take a less senior position just to get back into the workplace and the alarm bells can start ringing.

Will someone who could do a job with their eyes closed become disruptive? Will they soon feel the role is beneath them and resent the fact the employer has got them on the cheap?

Yet over-qualified people apply for jobs for many different reasons. They may be looking for a route back into a sector they worked in previously or want to transfer their skills to a completely new industry, and feel a less senior role would be the best introduction.

People may be returning to the workplace having brought up a family and lack the confidence to apply initially for the type of senior role they left behind. Other candidates will have relocated to a region where their skills are not in such high demand locally.

Adrian Treacy, director at technology, finance and healthcare recruiter Arrows Group, says hiring an over-qualified person can work if companies are honest with candidates. “They need a strategy in place with an idea of where the role will lead and what that person’s long-term prospects really are,” says Treacy. “This will keep the employee motivated, especially if they are handed more responsibility as opportunities arise.”

Mary Clarke, chief executive at employment assessment provider Cognisco, agrees that a person’s responsibilities must be communicated clearly and their expectations managed in terms of how quickly they might progress.

“Ask the employee what ideas they have for their personal development and how they can utilise their strengths to drive innovation and the business forward,” says Clarke. “Gauge what other projects the individual could be doing, what motivates them and where and how they could add value to other areas of the business. They might have some great ideas about how to do things differently. If they are experienced, involve them in the decision-making process.”

An over-qualified person may know some profitable short cuts based on their experience and will usually make fewer mistakes than someone who is training.

Liz Nottingham, HR director at media agency Starcom MediaVest Group, says attracting experienced people back into the advertising industry is difficult and she welcomes applications from over-qualified people.

“Many people join us from university but we lose talent after a few years when they decide to go client-side, go travelling or settle down and it can be hard to attract them back,” she says. “Someone who left when they were a managing partner might want to return but they lack the confidence having been out of the industry for some time. We need to engage with them and keep an open mind. It is easy to look at a CV and pick out the things we don’t like.”

She adds that many experienced people have moved out of London and applications from people living in the regions should not be dismissed, especially as technology allows people to work from anywhere.

In the current economic climate it would perhaps be short-sighted to overlook individuals who appear extremely experienced but are looking for a career change.

Rowena Cooper, retail resourcing manager for WM Morrison Supermarkets, says she often speaks to people who have been affected by the recession and are looking to develop themselves within the food retail sector. “There are often many transferable skills between industry sectors and with the right coaching and leadership these can easily be harnessed,” she says.

She believes the perception that an over-qualified person will quickly become bored in a role is unfair. “What’s crucial at the start of the recruitment process is that we understand the individual’s motives for wanting to join the company and whether their expectations match that of the business,” she says. “If the candidate really appreciates what will be expected of them in the role before they join, those applying for the wrong reasons can deselect themselves early on.”

Not everyone is as positive about employing over qualified people. Matthew Chester, director at HR recruitment consultancy Digby Morgan, believes these candidates are a management headache. “Some clients want them for short-term gain without realising the medium to long-term difficulties,” he says.

However, Digby Morgan has been working increasingly with SME clients. This is one group of employers who can benefit by tempting talent that before the recession would have been snapped up by larger employers.

“The challenge for small companies now is to hold on to these good experienced people who bring commercial experience and enjoy a broader range of responsibilities,” says Chester.

Michael Bolger, managing director at recruiter Badger Associates, says it is important to resist the temptation to select over-qualified people and that the client’s requirements must always be matched with the candidate’s skills.

James Callander, managing director of FreshMinds which places high-end candidates in many FTSE 100 companies, says the main problem is that over-qualified individuals usually want to get more out of a role than the job can offer them.

“A person can make a big impact in their first few months but if their competencies are better than the job they will get frustrated and look to leave, which means the client will soon be recruiting again,” he says. “Candidates need to have a real hunger and want to learn. No-one benefits if they can do a job standing on their head.”

The team dynamic in terms of experience is crucial in any organisation and bringing in someone who is perceived as over qualified by their colleagues can work against the employer. An individual will question internal systems and processes and could undermine senior managers who eventually feel their own position is under threat.

Denis Barnard, chief executive of HRcomparison.com, says one solution to reassure recruiters and employers is to take candidates on contract and ask them to work on a special project. This way they are effective immediately and there is no long-term commitment.

David Twiddle, managing director of Renovo Careers, agrees and suggests that persuading candidates to accept a trial period of between one or three months unpaid or at a nominal rate to allow them and the employer to see if the appointment can work. A part-time role may also be a short-term solution.

“Recruiters need to examine closely the aspirations of the applicant - what do they really want?” says Twiddle. “There can be a different agenda to the one portrayed but a solution that works for both parties can be found.”

Applications from over-qualified people should not be dismissed too quickly. A person’s reasons for applying for a job below their skill level can be complex. Tread carefully and an employer may pick up a bargain.

Legal issues
So what is the legal position when it comes to employing – or not employing – overqualified staff?

Catherine Wilson, a partner at law firm Thomas Eggar, says in practice “over qualified” does not always mean someone can do a particular job. “The over-qualified worker may not have current skills and may be resistant to train or follow the procedures of the new employer,” she says. “Performance management issues leading to a dismissal can be particularly complex in such circumstances.” She adds: “A so-called over-qualified worker may also expect a higher salary and this could lead to allegations of unequal pay. This is a concern because recent legislation, such as the Equality Act 2010, envisages a greater level of transparency and profile relating to this.”