Professional services firms are losing out by rejecting

Last week, I had the pleasure of celebrating a fantastic candidate’s new role over a placement lunch.

As we got chatting, the conversation turned to long-term career plans and the steps candidates can take when they’re ready to dial back without completely stepping away from the industry they love. My candidate made a comment that really struck me:

“Retiring feels so negative. The word itself carries connotations of stepping away and isolating, but what about those of us who want to stay connected while scaling back?”

This made me think of one of my favourite films, The Intern, which recently returned to Netflix. Now, for those who know me, I am not a film person, so any movie I can sit through must be a good one!

The story follows a retired professional who re-enters the workforce through a senior internship programme, beautifully illustrating the immense value that intergenerational teams can bring.

It’s a topic my Regional Managing Director, Nicky, has spoken about extensively, and one that deserves more attention, particularly in the BD & Marketing sector.

The challenge: "Overqualified" candidates

As a legal BD & marketing recruiter, I’ve seen it all—the ups, the downs, the challenges, and the triumphs. But one thing that never fails to frustrate me is when I present the perfect candidate, only for the client to reject them for being "overqualified."

Here’s the scenario: A client needs a top-tier BD & marketing professional. I put in the effort - I search, I vet, I qualify and then, I find them. The ideal candidate. Skilled, passionate, and ready to make a difference.

And just like that, they’re rejected.

Why? Because they’re deemed “overqualified.”

Too often, we hear concerns from employers along the lines of:

“You’re fantastic, but we’re worried you won’t stay long-term.”
“We think you’re amazing, but we’re concerned this role wouldn’t be challenging enough for you.”

But in a world where we are increasingly focused (and rightly so) on diversity, equity, and inclusion, we must ensure that our hiring practices are inclusive for all groups—including experienced professionals who want to stay in the workforce but on their own terms.

The benefits of intergenerational teams

Rather than questioning why someone wants to step back, we should be asking: “How can we keep these fantastic skills in the workplace?” and “What can we gain from this hire?”

Intergenerational teams offer an incredible mix of:

Institutional knowledge & mentorship – More experienced professionals bring a wealth of industry knowledge that can be invaluable to younger employees.
Stability & perspective – A seasoned hire often provides steadiness in fast-moving or high-pressure environments.
Fresh energy & innovation – A mix of generations fosters creativity, allowing new ideas and perspectives to flow in both directions.

Don’t reject candidates who want a more junior level role

Clients often hesitate when a candidate applies for a position below their previous seniority level, assuming “They’ll get bored.”

But people step down for many reasons - sometimes, a role with less responsibility (and stress!) is exactly what they’re looking for.

At the same time, many employers express frustration over Gen Z’s tendency to job-hop. Hiring an older professional who is likely to stay until retirement - or beyond - could be a smart, long-term investment.

Contracting could be ideal for ‘overqualified’ candidates

Contracting and temp roles are often challenging to fill, as clients seek professionals who can step in and make an immediate impact. This is where so-called ‘overqualified’ candidates can be a perfect fit.

Rather than turning away experienced professionals, it’s time to recognise the immense value they bring. In today’s fast-changing business landscape, companies should be harnessing expertise that drives success - not letting it slip away due to outdated concerns.

It’s time for a shift in perspective

As a recruiter, my goal is to help clients see the true value of highly experienced candidates rather than dismissing them as “overqualified.” An inclusive hiring process should focus on maximising talent across all career stages, including those looking to scale back while staying engaged.

It’s time to change the rhetoric. Instead of asking, “Why do they want to take a step back?”, let’s start asking, “How can we harness their expertise in a way that benefits both the candidate and the firm?” Because keeping great talent in the workplace - regardless of career stage - is a win for everyone.

So, the next time you're hiring for a contract or permanent role, don’t overlook highly skilled candidates. They might just be the ones who deliver results better, faster, and smarter.

If you're ready to embrace top-tier legal BD & Marketing talent or if you’re searching for your next opportunity, please do get in touch!

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