Why would any company turn down a candidate with an amazing resume and the ability to go above and beyond the job description? It happens all the time.

Many of my brightest and most talented career coaching clients have heard the dreaded, “Sorry, you’re overqualified.” Have you passed over a potential star employee due to fear that she was too experienced for the role?
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Why Say No to an Experienced Candidate?
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Hiring managers are right to hesitate before hiring “overqualified” candidates. The risks of hiring someone who is “too good” for the job include:

Wasting time (and money) on a job hopper: If a candidate is pursuing the position simply because they need a job right now, there’s a risk he will abandon you as soon as a better opportunity comes along. You don’t want to spend time and money recruiting and training someone — only to have him ditch you after a few weeks or months for a more challenging (and/or better paying) gig.

Dealing with attitude problems: Some overqualified candidates will turn their noses up at duties they consider “beneath” them. Others may feel bored or disengaged if they’re not challenged by the work — this can lead to all kinds of performance and attitude issues.

Protecting your own job: Many managers won’t admit this, but there is a real danger that an overqualified candidate is on a mission to take over and run the show. This can be a concern for more than your own selfish reasons (and honestly, who wants to re-enact All About Eve at the office). Productivity suffers when team members are more focused on politics than the work at hand. It’s also impossible to collaborate effectively with someone you don’t trust or who has an ulterior motive to make you look bad.
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How to Interview “Overqualified” Candidates
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On the other hand, many seemingly overqualified candidates have the potential to be star employees. The trick is to identify their motivations and goals through the interview process.

The following questions will help you determine if an overqualified candidate represents a risky proposition or a business opportunity:

1) Do you think you’re overqualified for this position? Why not?
Just put it out there if it’s a concern and listen carefully to the response. Does the candidate sound truly enthusiastic about the how she can contribute? Does she see ways that the position will engage and challenge her? Can you detect hints of distaste for the more mundane aspects of the role?

2) What are your long-term career goals?
Does this position fit into the candidate’s career plans? Will it help him learn and grow? Does he seem to view this position as a real opportunity or a short-term stepping stone? Does he seem overly concerned about being promoted quickly?

3) What specifically interests you about this company and position?
Listen carefully and probe if the candidate responds with generic interview patter. You want to hear that she would be able to do the work — and would actually enjoy it. You’re looking for convincing, specific reasons. You don’t want someone who’s desperate for any job, but someone who would be thrilled to be offered THIS job.

4) How do you feel about working late, making copies, sitting in a cubicle, reporting to someone with less experience than you have?
Ask about the potentially unattractive aspects of the position to see if you’re dealing with a prima donna or someone eager to roll up their sleeves and contribute.

5) Where else are you interviewing? What types of positions?
See what you can learn about the candidate’s job search. Is this position his #1 choice or one of many options? Does he seem more excited about other, more senior jobs or jobs in other areas/industries? You’re not likely to get a completely candid answer to this question, but you should be able to elicit some useful information about the candidate’s goals.
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How to Engage “Overqualified” Employees
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If you decide to hire that overqualified candidate, you may find yourself the happy manager of a star employee.

To effectively manage star employees, it’s important to understand what drives them and provide recognition and development opportunities accordingly.

Offer your “overqualified” employees openings to take on new responsibilities and stretch themselves. Yes, you should also provide raises and bonuses when they are earned, but often other job perks (autonomy, flexibility, meaningful work) are even more important to your most valuable team members.

The first few seconds of the job interview set the tone for the whole discussion. Sure, you’re in control of the meeting and the candidate is normally the one choosing his words with extreme care. However, your first impression as a manager and a representative of your firm is also very important.

Why? Well, you certainly want to impress promising candidates with the high quality of your company and its employees. Even more importantly, you want to set a tone that will help you get honest responses and an accurate sense of the applicant’s ability to do the job.
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Don’t Play Intimidation Games
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Some managers take pride in being tough interviewers. They start an interview by intimidating the applicant with a rude attitude and/or confrontational or difficult questions. They believe that this will help them see how a job seeker responds under pressure.

For most job seekers, the fact that they’re walking into a job interview to be judged is enough to create plenty of pressure. Factor in that some may feel their career prospects and financial livelihood are riding on the meeting and you’ve got a recipe for stress. You will accomplish very little by additional mental torture.
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Set the Right Interview Tone
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That doesn’t mean that you shouldn’t ask tough questions. You should. But first take a few moments to make your guest comfortable and set expectations.

Start with a warm professional welcome. Put the candidate at ease and explain how the interview will be conducted.

Your first question should be a bit of a warm-up question. Ask about something the candidate knows well. For example, you can begin by asking about their day-to-day duties in their current or most recent position.
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Don’t Tell Me About Yourself
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Many hiring managers fall back on the popular, “So, tell me about yourself” to get things started. It may seem like a nonthreatening way to open up the discussion, but it throws many unprepared candidates off.

It’s a completely open-ended question and can prompt a long, rambling answer that can cause the interview to drift far off course. I’ve heard candidates share personal descriptions more suitable for an online dating profile or launch into a ten-minute overview of all of their previous jobs since birth.

I train my job seeker clients to look at “Tell me about yourself” as an opportunity to start the interview strong with a concise summary of their most compelling professional strengths (customized for the position at hand).

However, I also advise my hiring manager clients to start their interviews with a more focused and specific question.

That first question will set a tone for the interview and help the candidate relax enough to think clearly and behave in a way similar to the way they are likely to behave on the job.
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Why Make it Easy for the Candidate?
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Later in the interview, you will ask some tough questions, probe for details, and otherwise test your interviewee. That’s fair and appropriate, especially in an interview for a job that requires calm under pressure.

However, if you start the interview with negativity, intimidation, or trickery, you’re unlikely to get a true sense of the person in the other chair.

You’re likely to dismiss potential superstars who aren’t used to the third degree. In fact, those who do well in intimidation interviews are often either good actors or highly arrogant.

Smart employees can learn to perform better under pressure, but you can’t teach an egomaniac to be a team player.

Most expensive hiring mistakes could be avoided if hiring managers were better interviewers.

Sure, the members of the HR team are usually well trained in the art of the interview. But hiring managers are usually the ones with the most influence over who gets hired. And most hiring managers never receive training in how to interview.

Inexperienced hiring managers make assumptions, rely too much on gut instinct, miss red flags, and neglect to probe in key areas. They think they know how to interview because they’ve been through the process as job seekers.

Unfortunately, they often model bad interviewers without even realizing it — which can lead to costly errors that could have been easily prevented.

Here are the top 5 mistakes that new managers make when conducting job interviews:

1. They don’t analyze the job description thoroughly.

Managers should play a key role in developing and updating job descriptions. They should not rely on generic or outdated descriptions when selecting candidates.

Many new managers don’t take the time to sit down with Human Resources and/or members of their team to ensure a thorough, specific, and up-to-date understanding of the experience, skills, and competencies required for the position.

As a result, they often fall back on generic questions that don’t really probe deeply enough into specifics about how the candidate would approach the role. This can lead them to hire candidates that look good on paper and talk a good game, but don’t truly have the needed skills.

2. They skimp on preparation.

Even when working with a solid job description, many new managers fail to take enough time to prepare for interviews. They don’t develop a list of prioritized questions that delve into the most important qualifications for the job.

Instead, they “wing it” and this often means they fall back on general, cliché questions and often fail to get the information they need to make a smart hiring decision.

3. They fail to spot red flags.

Because new managers often walk into interviews feeling unprepared, they are too distracted to spot red flags and signs that a candidate is not being completely honest.

Danger signs might show up on resumes (strange gaps, odd patterns, dates that don’t add up), in a candidate’s physical presentation (eye contact, facial expressions, body language), and in responses to interview questions (avoiding questions, answers that don’t ring true, negative attitudes).

In some cases, new managers miss these red flags because they’re so busy focusing on what they’re going to say. In others, they just haven’t been taught what to look out for and how to probe when they see inconsistency.

4. They rely on gut feelings.

Most managers rely too much on their instincts. After all, they’re smart people and probably feel they’re pretty good at reading people. This overdependence on intuition can be very dangerous.

It can lead to biased decisions when managers favor those who are most like them (often unconsciously) instead of striving for objectivity. “Going with the gut” can also lead to hiring the best schmoozer instead of the most qualified candidate.

5. They avoid probing and asking difficult questions.

Some new managers shy away from confrontation or uncomfortable conversations. It’s never fun to ask someone about weaknesses, failures, or gaps between jobs. Many new managers prefer to rush past difficult questions.

They make assumptions or take the candidate’s word instead of probing to verify and/or clarify. As a result, they are more likely to get fooled by a dishonest candidate and can also pass over someone fantastic because of a resume blemish that could have been easily explained.

In a job interview, it’s all about how you answer the questions, right? That’s only half the story. Most candidates would be surprised to learn how much non-verbal communication (body language, facial expressions, etc.) matters.

Some studies have shown that people form first impressions based 55% on body language and only 7% on actual verbal content. Actions really can speak louder than words. You start making a non-verbal impression from the moment you walk in the lobby door until the moment you leave. Some non-verbal mistakes can ruin your chances of a job offer — even if your answers to the interview questions are impressive.

PREPARING TO MAKE A GREAT IMPRESSION

Let’s start with the basics: Your first impression. Beauty is only skin deep, but you will make a visual impression within seconds of meeting your interviewer — before you get the opportunity to say a word. You can immediately turn an interviewer off if you look (or smell) unprofessional, slovenly, or nervous.

How You Look: Make sure that you are dressed properly from top to bottom. It’s not about looking beautiful, it’s about presenting a professional, confident persona.

How You Smell: This may sound obvious, but it’s essential to avoid making a bad olfactory first impression. Don’t walk into your job interview smelling like you’ve bathed in cologne or perfume, reeking of cigarette or cigar smoke, or emanating eau de locker room or dirty laundry hamper.

What You Bring: Don’t forget to bring a few hard copies of your resume (at least one for each of the people you’re scheduled to meet, plus an extra or two just in case). Bring your portfolio and work samples, if appropriate, and make sure that they are organized professionally. Be prepared for emergencies by adding the following to your job interview survival kit: gum or mints, tissues, safety pins, a mini-lint roller, and make-up for touch-ups (if you wear it).

WAITING IN THE LOBBY

Make a point of greeting the receptionist professionally before taking a seat to wait for your interviewer. Be polite, but not overly friendly. You never know who might be watching you while you wait, so don’t slouch in your chair and read Us Magazine or sing along to your iPod. Don’t take phone calls or obsessively check your Blackberry or iPhone as if you have better places to be. Sit down and wait patiently. Review your interview preparation notes or any company materials displayed in the lobby.

GREETING YOUR INTERVIEWER

Walk confidently to greet your interviewer, make eye contact, smile, and offer your hand. This is your only chance to make a first impression.

DURING THE INTERVIEW

Your Posture: When you take your seat, be sure to sit up straight and avoid slouching. You can lean forward a little to show your interest. The goal here is to appear natural, confident, and enthusiastic. Avoid any body language that could be construed as showing disinterest or desperation. Don’t lean back (you’ll look too relaxed or lethargic) or fidget (you’ll look nervous or immature) and don’t invade your interviewer’s personal space (you’ll look like a stalker).

Your Hands and Feet: Keep your feet on the floor and your hands positioned naturally. If you’re not sure what to do with your hands, keep them folded loosely in your lap or on the tabletop.

Eye Contact: Maintain eye contact in a natural way. Just don’t stare fixedly at your interviewer. That can seem creepy or robotic. Listen carefully and smile and nod as appropriate.

WRAPPING UP THE INTERVIEW

Once the interview is over, when you thank your interviewer politely for her time, shake her hand professionally and smile.

Then it’s time to walk confidently out the door, secure in the knowledge that you’ve made a winning non-verbal impression.

What exactly is a behavioral interview? It’s a job interview that focuses on questions about how the candidate has behaved in the past in specific work situations.

Most job interviews include at least some behavioral interview questions. By asking you about your past behavior, hiring managers try to get a sense of how you might respond in similar circumstances in the future.

Behavioral interview questions are probing questions about your background. How and when have you used the skills that they have deemed most important for the job in question? How have you responded to challenges similar to those you would likely face in the new role? Behavioral questions often ask you to get into very specific detail.

Behavioral Interview Questions: Examples

• Tell me about a time you took responsibility for a task outside of your job description.

• How have you previously used your analytic skills to determine a solution to a problem?

• Describe a challenging goal that you set and explain how it was achieved.

• Tell me about a time that you had to sell an idea to senior management.

• Describe a situation in which you had to work under pressure. How did you handle the stress?

• Have you ever had to work with a difficult manager or coworker? How did you respond?

• Tell me about a mistake that you made. How did you address it?

Getting Prepared for a Behavioral Interview

Before any job interview, you should take the time to practice responses to behavioral interview questions tied to the top themes in the job description. If a job description stresses qualities such as “organized” and “detail oriented,” you can bet that you will be asked about past experiences managing time, projects, and details. Likewise, if the job description is all about “people skills,” you’re sure to be quizzed about your approaches to managing people, handling conflicts, and working on a team.

To prepare for a behavioral interview, read the job description carefully and make a list of the top 5-8 qualifications and/or skills required. For each of these, brainstorm to come up with stories and examples that illustrate your strengths and accomplishments.

The PAR Approach to Behavioral Questions

Use the PAR approach in constructing these stories. P is for Problem. A is for Approach. R is for Resolution. Briefly describe the problem or situation, then talk about your approach to solving/addressing  it, and end with a description of the positive resolution.

Take the time to practice these stories with a friend or in the mirror. Get comfortable talking about your past behavior in a way that highlights your abilities. This is no time to be modest. If you’re shy, practice is even more important. With enough repetition, you’ll be able to sing your own praises in a natural way that won’t come across as bragging.

During the Behavioral Interview

If you do your homework, you’ll be ready when faced with a behavioral question during the interview. If you get a question that stumps you, it’s okay to pause and collect your thoughts. Ask for clarification if you’re not sure what the interviewer is looking for — or if you need another moment to think.

There is no one “right” answer to a behavioral interview question. The interviewer wants to learn more about you, your experience, and how you approach work. This will allow her to see if you’re a good match for the job opportunity.

A winning behavioral interview is one in which you are able to show a history of performance and results in the key responsibility areas for the job that you want. Just don’t forget to show a little of your personality, too. Employers want to hire the best person for the job, but they also want to hire someone that will be pleasant to work with. Your behavioral interview answers can help you give the interviewer a sense of what it would be like to work with you.