Why We Keep Hiring Over-Experienced People: The Trap of “More is Better”

Ever found yourself lured into hiring that “over-experienced” candidate because, well, who wouldn’t want a guaranteed success story? If only it were that simple! As CEOs and HR leaders, we’re often entranced by the allure of extensive experience, assuming it’s an automatic ticket to success. However, in reality, there’s a fine line between hiring for potential and succumbing to the over-experienced charm. Let’s unpack why we fall for this trap, why we often miss spotting high potentials, and, crucially, how to recruit for the future in a way that serves long-term growth, not just immediate needs.

Why Experience Seduces Us

Sigmund Freud argued that our unconscious desires can sometimes drive irrational decision-making (Freud, 1923). So, when we encounter an “over-qualified” candidate, it feels as though we’ve stumbled upon a treasure trove. Their stacked resume acts like a security blanket—a seemingly surefire guarantee that they know the ropes. But is it really security or an illusion of it? Often, it’s more about satisfying an internal need for certainty rather than making the best strategic decision.

Our unconscious, as Freud suggested, has a knack for pushing us toward decisions that feel “safe” (Freud, 1923). But safe isn’t always strategic. Experience can be a mask hiding rigidity or a fixed mindset, which brings us to a critical point: high experience doesn’t always equal high adaptability.

The Thin Line: High Potential vs. Over-Experienced

Experience is a double-edged sword. Too little, and you’re training from scratch; too much, and you risk inheriting someone else’s outdated methods. Enter the concept of the “high potential” candidate—someone who’s adaptable, hungry to learn, and hasn’t yet solidified their approach to a “this is how it’s always been done” mentality. Psychoanalyst Jacques Lacan’s concept of the “Mirror Stage” helps illuminate this. We often see ourselves in others, or rather, we see what we want to see. When we look at a seasoned pro, we think, “This is me, only better.” But this mirroring is a misperception; high potentials may look “lesser” on paper but hold far greater adaptability (Lacan, 1949).

This bias can lead to what Daniel Kahneman, another giant in the field of behavioral psychology, terms “availability bias”—the tendency to choose what feels immediately reassuring over what might work best in the long run (Kahneman, 2011).

Recruiting for Tomorrow, Not Just Today

In the throes of urgent business demands, the temptation to hire for the here-and-now is almost irresistible. We’re solving today’s problem today. But CEOs who drive long-term value understand that recruiting should solve for tomorrow’s problems, too. Look beyond immediate skill sets and think instead about “adaptability markers.” How do they handle ambiguity? Are they curious, hungry to learn, resilient in the face of change?

Lacan’s psychoanalytic work teaches us that true transformation starts by facing the unknown (Lacan, 1977). In this context, hiring with an eye toward potential rather than immediate experience is akin to looking into the void and choosing to fill it with growth instead of comfort. This is how a CEO can make a difference: by guiding HR to seek out candidates with latent talent and investing in their development, even when there’s pressure to find a quick fix.

How to Spot the Right Candidate (Hint: It’s Not Always on the CV)

To break the habit of over-hiring on experience, try these steps:

1. Shift from Resume to Personality: Identify attributes like resilience, adaptability, and eagerness to learn. These “soft skills” often tell you more than a CV can.

2. Redefine “Experience”: Consider experience as more than years on the job—look at diverse backgrounds, career pivots, and a demonstrated ability to handle ambiguity.

3. Plan Beyond the Hire Date: Ask yourself, “Will this person thrive in the company 5 years from now?” If they have the potential to grow, they’re worth more than a “safe bet” on someone who’s merely been around the block.

CEOs, Lead with the Future in Mind

The great psychoanalyst Carl Jung once said, “Who looks outside, dreams; who looks inside, awakes” (Jung, 1961). CEOs have the power to wake up and set a course that’s not bound by today’s immediate pressures. Make bold choices by investing in your organization’s future DNA. Just because a candidate comes with a mile-long resume doesn’t mean they’re the right match. Look for those who have the potential to evolve alongside your company and embrace change.

Next time you’re on the fence, remember: hire not just for experience but for potential. In a world that’s constantly evolving, those who can evolve with it will always come out ahead.

References

? Freud, S. (1923). The Ego and the Id. The Hogarth Press.

? Jung, C. G. (1961). Memories, Dreams, Reflections. Pantheon Books.

? Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.

? Lacan, J. (1949). The Mirror Stage as Formative of the I Function. In écrits (pp. 1-7). W. W. Norton & Company.

? Lacan, J. (1977). The Four Fundamental Concepts of Psychoanalysis. W. W. Norton & Company.

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