Is being "overqualified"—that is, a candidate too highly qualified—a real phenomenon in the IT job market, or merely a myth or convenient excuse? In an industry notorious for talent shortages, it might seem that the more you know, the better. Yet, increasingly, experienced professionals hear from recruiters that they… have too high qualifications. Let’s examine this phenomenon—from definitions and employer concerns to data and opinions from Poland and abroad—to assess whether being "overqualified" is truly a problem in IT.
What Does "Overqualified" Mean in IT?
The term "overqualified" comes from English and refers to a candidate whose education, skills, or experience far exceed the requirements of a given position. This is someone with years of industry experience, a strong CV, multiple certifications, or advanced technical competencies—often well beyond what is listed in the job posting. It is important to note that "overqualified" does not question the quality of the candidate’s skills, but merely highlights a mismatch between the candidate’s qualifications and the responsibilities of the position.
In practice, examples include a senior developer applying for a junior role, an experienced manager seeking a regular specialist position, or someone with a master’s degree in computer science applying for a role that only requires a coding course. On paper, such candidates appear above the position they are applying for. But can excessive qualifications really be a problem?
Why Are Candidates Considered "Overqualified"?
If high qualifications are generally an asset, why are "overqualified" candidates sometimes a concern? It turns out that many recruiters and employers have specific worries. The most common reasons for rejecting "too strong" candidates include:
Risk of rapid turnover: Employers fear that someone with excessive qualifications will quickly lose interest and leave for a more ambitious role or company at the first opportunity. Such a person may see a lower-level position only as a temporary solution.
Concern about job satisfaction: Daily tasks in a lower-level role may be too simple for a highly experienced professional. Employers worry that the candidate will quickly become frustrated, burn out, or lose engagement if the work does not offer sufficient challenges.
Financial considerations: Highly qualified candidates may expect a higher salary than the position provides. Employers fear they cannot afford to retain such an employee—though this is often an assumption not verified through salary discussions.
Disruption of hierarchy and team dynamics: A more experienced employee could potentially dominate less experienced colleagues or question managerial decisions. Managers may also fear that a new hire surpasses them in skills, seeing this as a threat to their position.
Motivation and cultural fit issues: Employers worry that someone with a strong CV may not find sufficient challenges, leading to decreased motivation and productivity. There is also a perception that “too much experience” may indicate a preference for different methods, with the candidate attempting to change existing processes or “knowing better,” raising concerns about organizational fit.
Age and ambition stereotypes: Often, the "overqualified" label hides concerns about the candidate’s age (e.g., 50+), perceived lower flexibility, or energy. This can be a way to avoid hiring older candidates without explicitly mentioning age—a form of ageism. Additionally, it is assumed that a candidate "overqualified for the role" has higher ambitions and may be difficult to retain in a lower-level position.
It is worth emphasizing that many of these concerns are based on beliefs and biases rather than hard evidence. Nevertheless, for many companies, "overqualified" candidates are seen as a potential source of problems—a costly employee who leaves quickly and may not fit into the team.
Is Being "Overqualified" a Real Phenomenon in IT? – Facts and Data
The IT industry has long been considered a candidate-driven market, where companies compete to attract every competent specialist. In such an environment, the problem of "too high qualifications" seemed marginal. However, around 2023, the situation began to change. Due to economic slowdown, waves of global tech layoffs, and an influx of specialists from abroad, the Polish IT market also experienced the end of the golden era and increased competition for jobs.
Reports show that the number of IT job offers in Poland has decreased, while the number of applicants per position has sharply increased. According to No Fluff Jobs, the average number of applications per IT job rose 138% year over year—several times more candidates are applying for a single position than the year before. Importantly, this influx affects not only juniors but also experienced specialists and seniors, who just a few years ago could easily find new contracts.
"Fewer available vacancies and a sudden influx of candidates created a unique situation where employers could dictate terms again," summarizes the No Fluff Jobs 2023 report. This means companies can be selective, and even very strong candidates are more likely to be rejected. In this climate, the argument of being overqualified has become more plausible.
Indeed, Polish IT professionals have begun experiencing being labeled as "overqualified." Stories circulate on industry media and forums. For example, one forum user recounted that after layoffs in August, he participated in ~10 recruitment processes, submitted over 100 CVs—and “even received a rejection stating I was 'overqualified'”. He notes that the market is saturated, and recruiters often no longer review all applications.
Attention was also drawn to a report about Polish female professionals aged 50+, who struggled to find new jobs after years of experience. One participant sent 400 CVs and attended 17 interviews over ten months, most of which did not result in an offer. Feedback frequently stated that she was “overqualified, too competent, too experienced, too good.” Employers told her explicitly that she might be “too expensive” or that she would “quickly get bored of the new role.” This demonstrates that even if a candidate meets or exceeds all requirements, companies communicate the same concerns mentioned earlier: costs and potential turnover.
The IT sector is no exception. Although talent shortages were still noted in the past (in 2015, a shortage of 50,000 IT specialists was estimated in Poland), today even highly valued seniors can temporarily be unemployed. If an experienced developer or manager applies for a lower-level position—whether due to lack of other options or personal reasons—they risk being labeled “overqualified.” As recruiters note, rejecting CVs due to excessive qualifications is a real practice, though controversial.
The Polish IT Market and "Overqualified" – Specifics and Examples
The Polish IT industry has its own conditions that influence the phenomenon of overqualification. For years, the market grew dynamically, and specialists were recruited from abroad. Recently, this has been compounded by a wave of IT worker relocations from Eastern Europe. After 2022, due to the war and political situation, Poland became one of the main destinations for professionals from Ukraine, Belarus, and Russia. By March–April 2022, Polish companies reported a 20–30% increase in applications from IT specialists from these countries compared to the pre-war period. Additionally, Western corporations relocating IT operations to Poland after exiting Russia or Belarus contributed to the trend.
Although the influx of foreign experts did not completely fill the talent gap, it increased competition in certain areas. The Polish market became more international and saturated with experienced candidates. For local employers, this means that a single position could attract both a Polish candidate with five years of experience and, for example, a Belarusian with ten years of practice. In such a context, it is easier for some candidates to be perceived as “overqualified” for the role.
It is also worth noting the issue of age and junior positions. In Polish IT, a typical junior is often a young person, just out of university or switching careers, while 40- or 50-year-olds are expected mainly in senior or leadership roles. Therefore, when a mature specialist applies for a junior or mid-level role, recruiters may hesitate. Unfortunately, this can be linked to age discrimination (ageism). In the aforementioned report, the women had to hide their birth dates on CVs, and one was asked directly by a headhunter, “How old are you?”, after which the contact was cut off when she replied that she was 51. This demonstrates persistent biases—experienced candidates are labeled as “too old” or “overqualified,” with concerns that they may not fit into a younger team or may not accept a lower-level role.
Polish labor law formally protects such candidates—refusal to hire due to excessive qualifications is illegal, considered a form of discrimination that limits the right to work. In practice, however, proving this is difficult because employers rarely explicitly write in rejection letters, “we won’t hire you because you are overqualified.” More often, the candidate simply does not progress, leaving the true reasons for the decision open to speculation.
Examples from recruitment in Poland indicate that the phenomenon exists. Beyond media stories, many recruiters admit anonymously that they sometimes reject too strong CVs out of fear that the candidate will not accept the offer or will leave quickly. On the other hand, some push back: “I hate this manufactured problem of being 'overqualified.' I’d take an 'overqualified' person 100 times more willingly than an 'underqualified' one,” commented one user on an industry forum. Many experienced IT managers in Poland state that they value high competencies and prefer to risk a shorter collaboration rather than miss out on a valuable employee.
Western Markets – How Germany, the UK, and the USA View “Overqualified”
The phenomenon of overqualification is not unique to Poland—it occurs worldwide, although approaches vary. In countries such as the USA and the UK, there has long been discussion about an excess of highly qualified employees relative to available roles. For example, in England, nearly 37% of workers feel overqualified in their current roles (though this often refers to working below their education level rather than formal rejection in recruitment).
In IT recruitment, Western markets have also recently experienced layoffs and increased candidate supply. In the USA, during 2022–2023, technology companies conducted mass layoffs—hundreds of thousands of engineers entered the market. Many of them, in order to find work quickly, applied for lower-level positions than previously held, resulting in employers increasingly encountering candidates “overqualified” for the role.
A 2025 survey of 1,000 HR managers in the USA by Express Employment sheds light on this trend. It shows a significant shift in attitudes toward hiring overqualified candidates: 70% of managers routinely consider applicants with higher qualifications than required. Many recognize the concrete benefits of such candidates—half of respondents believe that more experienced employees bring greater confidence, 48% cite higher productivity, 47% better independent decision-making, and 45% appreciate the minimal training required (such employees quickly “get up to speed”). Moreover, nearly 46% believe overqualified candidates can mentor younger colleagues, adding value to the team.
However, even in mature markets, concerns persist. Nearly three-quarters (74%) of American recruiters still worry that an overqualified hire will “jump ship” to another company as soon as a better opportunity arises. Similarly, 75% think it is difficult to maintain motivation for such employees in lower-level roles. As a result, 58% admit that they sometimes prefer to hire a less experienced person and train them, rather than risk the quick turnover of someone too qualified.
In Germany and other EU countries, the discussion often revolves around overeducation—when employees have higher education than required (common among immigrants). For example, the overqualification rate among foreigners in the German labor market is ~33% (EU average ~40%). This means many immigrants work below their qualifications—a structural issue rather than a conscious decision by recruiters to reject someone for being too qualified. Nevertheless, Western employers are also familiar with the term “overqualified” and sometimes use it as justification. Stories abound online of experienced developers in the UK and Germany being rejected with suggestions that they would bore the role or demand too high a salary.
In summary, the “overqualified” phenomenon exists in the USA and Western Europe, but attitudes are gradually evolving. Increasingly, companies are willing to leverage the potential of overqualified candidates, especially amid talent shortages in niche specializations. At the same time, certain stereotypes (e.g., regarding employee stability) still persist.
Pros and Cons of Hiring an Overqualified Candidate
Is it worthwhile to hire candidates who appear “too good” for a role? Arguments for often cited by HR experts include:
Quick onboarding and high productivity: Such an employee brings rich competencies and experience immediately, requiring minimal training and quickly reaching full effectiveness. They may even improve existing processes with their skills.
Experience and confidence: A seasoned professional usually makes sound decisions and performs tasks confidently, positively impacting the team. Their industry experience often guarantees quality.
Mentoring and team development: An overqualified employee can mentor less experienced colleagues, share knowledge, and introduce best practices. The company gains an internal mentor, raising the overall team standard.
Role flexibility: Often, such employees are versatile enough to take on a broader role than formally required. If managed well, the company can harness their potential, e.g., promoting them to a position better suited to their competencies in the future.
Conversely, arguments against (partly overlapping with previous concerns) include:
Risk of rapid departure: It is difficult to ignore the possibility that as soon as a better offer appears, an overqualified employee may resign, forcing the company to incur recruitment costs again.
Mismatch of expectations: Such an employee may not find satisfaction in simpler tasks, risking decreased motivation. There is a question of whether they will adapt to a lower-level role and whether competency-related conflicts may arise within the team.
High costs (real or perceived): Paying appropriately for a candidate’s qualifications may disrupt the pay structure (e.g., a senior at a mid-level role receiving a senior salary). Offering a “junior/mid” rate may lead the employee to feel undervalued financially. In either case, it is a challenge for the employer.
“Overkill” for the role: Sometimes, a company truly does not require such advanced skills for the position. Hiring someone highly experienced for routine tasks may be seen as a waste of resources—both the employee’s talent and the company budget.
In practice, the decision to hire an overqualified candidate requires understanding their motivation. Often, these individuals apply consciously for a lower-level role—for example, changing industries, seeking better work-life balance, less stress, or stability. If the candidate clearly communicates why the role suits them and that they are not seeking rapid advancement or a high-level position, the employer’s concerns may be unfounded.
Experts recommend having an honest discussion before rejecting such a candidate: explain the scope of responsibilities and ask about long-term plans and motivations. Often, the company may gain significantly—“highly qualified candidates can positively impact the team (...), their contribution may lead to promotion to a role better suited to their competencies”. In other words, hiring a “too good” employee may secure a future leader or expert who is currently willing to work below their maximum potential.
The Impact of Macroeconomic Conditions on the Overqualified Phenomenon
Recent macroeconomic and market trends have intensified discussions about overqualification in IT. The previously mentioned mass layoffs in the global tech industry (Big Tech cutting staff, projects being paused) affected the Polish market because many domestic IT companies provide services for foreign clients (outsourcing). When in 2023 companies from the USA and Western Europe paused or terminated projects, Polish IT centers experienced a drop in orders, and some specialists lost their jobs or ended up on the so-called “bench”. Even senior professionals, who previously “easily found new contracts,” were affected—suddenly the supply of experts exceeded demand, reversing the roles in the labor market (candidates began competing for positions).
At the same time, the geopolitical situation—the war in Ukraine and unrest in other regional countries—caused the aforementioned relocation of many IT specialists to Poland. Poland became a safe haven for both individual developers and entire startups from the East. While the influx of talent is undoubtedly beneficial for the sector, in the short term it increases competition for jobs, especially in positions requiring English proficiency (many newcomers speak English well and adapt quickly to international projects).
Macroeconomic slowdown, combined with rising labor costs (inflation, wage pressure), may also have encouraged companies to be cautious in hiring. In uncertain times, employers prefer to avoid potential risks. Unfortunately, in their eyes, this risk can be a candidate who “has more than we need.” It is easier to justify cost-cutting by hiring a less experienced (cheaper) person than to employ an expert and worry that they might leave soon.
It is also worth noting the role of recruiter psychology. When hundreds of CVs arrive daily, and the company is more likely planning reductions than growth, candidate selection can become stricter. There is a temptation to reject any application that slightly deviates from the norm to reduce the number of interviews. And just as inexperienced candidates are rejected, paradoxically, so are those too experienced. This becomes a quick way to reduce the pile of CVs on the desk.
Conclusions: Real Problem or Convenient Excuse?
The analysis presents a nuanced picture: “Overqualified” is a real phenomenon—candidates do encounter this argument—but its justification is often debatable. In times of strong IT market conditions, the topic was practically nonexistent; it only gained wider attention when the market cooled and the balance of power shifted toward employers. This suggests that the “overqualified” problem is largely situational. When job opportunities are plentiful, no one complains that a candidate knows too much—in fact, companies compete for them. When vacancies decline and choices must be made, any pretext becomes a reason to filter out a candidate.
So, is “overqualified” often a convenient excuse? Unfortunately, yes—frequently it is a polite way of saying: “No, because we’re hesitant to hire you.” Rather than openly admitting concerns about age, higher salary expectations, or internal managerial ambitions, it is easier to state: “You are overqualified for this position.” As lawyers point out, in light of labor law, such wording is nothing other than discrimination. Yet it still occurs in the real recruitment world.
On the other hand, the phenomenon cannot be completely dismissed. There are situations where hiring a highly overqualified person can genuinely pose challenges. Not every expert will be happy in an assistant or junior role—frustration and turnover risk is real if the candidate’s motivation is not genuine. Some companies’ pay structures or cultures cannot accommodate a “star” at a lower level. In other words, sometimes a candidate truly is “too good” for the role—not by their own fault, but due to the limitations of the position.
Is “overqualified” a myth in IT? Not exactly a myth, but rather a communication challenge. The key is open dialogue on both sides. For the candidate—explaining why the role interests them and reassuring about their motivation (e.g., career change, passion project, lower stress, location, etc.). For the employer—assessing the candidate in terms of potential benefits for the company. As Bob Funk Jr., CEO of Express Employment, advises, companies should focus on skills-based hiring, analyzing whether the candidate’s goals align with the company’s needs. If they do—it is worth giving them a chance, as it could be a perfect fit.
Being overqualified in IT becomes a problem when mismanaged. Having high qualifications in itself is not an issue—it is a tremendous asset. The problem arises when the employer assumes a negative scenario and denies the candidate a chance, or when the candidate applies out of desperation and does not intend to stay. In the current Polish IT market, the phenomenon exists and is not a myth—but it more often serves as a convenient excuse than an objective obstacle. The best approach is case-by-case: instead of labeling a candidate as “too good,” find out why they are applying and what they can contribute. It may turn out that they are the ideal choice—and the label “overqualified” will remain just that: a label, not a verdict.