You're Too Good To Hire !

I once heard someone describe the interview process as "performance theatre with consequences", which feels about right. You can be brilliant, qualified, and experienced, and still get a rejection that makes you question everything.

Here's the pattern. You apply for a role, you get through the screening interview to the first round peer interview. The interview goes well, but a week later, you get an email titled "Unfortunately blah blah blah....", you were unsuccessful. The feedback mentions something that doesn't quite add up: "not enough technical experience, or relevant experience". WTF! One, clearly it was enough to get through the Applicant Tracking System (ATS) and the screening interview. Secondly, this was a non-technical strategic role, so the rationale doesn't make sense.

In a previous role, I had access to the ATS whilst recruiting, and let me tell you, there are dropdown lists of rejection statements available. Sometimes, the real reason you've been unsuccessful is not to do with the experience, skill or performance in the interview. All humans have inherent bias, sometimes we discriminate too; aka your face doesn't fit. I also think that sometimes the interviewer could be afraid that because of your experience, you'll get bored and leave, and I call this the "hands-on" trap.

If your background is that you've held more strategically focused or senior roles to the interviewers, they may assume you won't stick around. The way I see it is, the trap is that you've let them conclude that on your behalf.

If you are following this, you maybe asking how do you overcome it. I advise is to to look at how you are framing the challenge. Try to stop positioning yourself as everything you've done, and start positioning yourself as exactly what they need. So understand the problem that exists that the position promises to solve. That doesn't mean hiding your experience, it means curating what you emphasise.

Repositioning

Three ways to reposition without diminishing yourself.

• First, choose two examples that mirror the role's scope and complexity. Create stories, and match the scale of your stories to their challenge.
• Second, anchor your motivation clearly and early. Be specific about why this role interests you, tie it to the work, the sector, or the team structure, and make it credible.
• Third, demonstrate comfort with the role's reality. If it's hands-on or involves repetition, explain why that suits you now.
  

The psychology here is simple. People hire to reduce risk, not to maximise potential. If you seem like a flight risk, or any other type of risk (i.e. waste of time), they'll pass. Your job is to make them see you in the job, and this means making yourself clear. The hiring manager isn't rejecting you because you're too good, they're rejecting the version of you they've imagined.

One more thing. If you've been rejected at the first interview stage for similar reasons more than once, ask whether you're applying for roles that genuinely interest you, or roles that feel safe. Sometimes "overqualified" is the market telling you you're undershooting.

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An idea
The story you tell about your experience matters more than the experience itself.

An observation
Sometimes we assume rejection reflects our value, when it usually reflects how well we've communicated our relevance.

A question
Are you positioning yourself for the role you want, or the role you've outgrown?

That's all for now. I'll be back in your inbox again soon, and don't forget to take your IKIGAI Assessment.