The company accepts candidates who are far too highly qualified for the position under offer

This occurs quite frequently in companies which like to exaggerate. The problem arises because the real situation of the company is miscalculated, such as its market position and its expected short-term growth.

Example: We were approached by a well-known multinational company which wanted us to find for them a highly qualified financial director. They sent out a list of requirements which made it obvious that it would not be easy to find a candidate of that level in this country.

During the initial meeting with the client, we learned that this position had been established about a year previously and that during this period two candidates had already occupied it. They had apparently appeared to fit the position at the interview stage, but in practice it proved to be difficult to motivate them. Subsequently they left of their own accord.

When we analysed the job description, which was presented to us by the client, and is the same company-wide throughout Europe, we discovered that the real work could be done by a “chief accountant”. A financial director would be needed once the turnover of the company reached the levels common to the other European countries (in the Czech Republic it was about a tenth of that).

How much did it cost?

 
This adds up to a sum of around 1,500,000 CZK, without including the losses created by the lack of leadership for the accounting team and their demotivation. We have also omitted to calculate the lost opportunity costs for the company management.

So where did the mistake lie? Inadequate analysis of the job description.