Heera Training and Management Consultancy principal consultant Heera Singh (left) and Peoplelogy group founder Allen Lee (right)
IN today’s competitive job market, employers are constantly looking for the ideal candidate with the perfect combination of experience and relevant academic qualifications.
But in reality, most employers will generally have to find a balance between the two factors.
Hence, the age-old debate – does having a fancy degree land you the job? Or do years of working experience matter more?
Experienced, minimal academic qualifications
Heera Singh, principal consultant of Heera Training and Management Consultancy PLT, noted that hiring people with significant experience can offer numerous advantages to an organisation.
“Experienced employees can hit the ground running, needing less time to adapt to their new role.
“This rapid adaptation enables them to start contributing to the team’s productivity and overall effectiveness almost immediately. This is particularly critical in fast-paced environments, such as startups or companies launching new products or services. “Their familiarity with industry practices also reduces the need for constant supervision, freeing up managerial time and resources,” he told StarBiz.
Heera said experienced employees have built a strong network of contacts, connections and associates within their industry.
“This network can be an invaluable asset to their new employer, helping the company forge new partnerships, expand collaborations, or pursue new business opportunities.
“These established relationships often open doors that would otherwise be difficult to access.”
Conversely, hiring someone with plenty of experience alone may not be enough.
Peoplelogy group founder Allen Lee said while experienced employees bring valuable skills, there are several reasons why they may not always be the ideal choice for a position.
“Firstly, they typically demand higher salaries, which can strain a company’s budget, especially if cost control is a priority.
“Additionally, experienced candidates have more leverage during negotiations, making it harder to secure favourable terms compared to hiring less experienced talent,” he explained.
Lee noted that experienced employees often have established ways of working and may be resistant to adopting new technologies, trends, or processes.
“This rigidity can be challenging to manage, especially in dynamic industries where adaptability and fresh approaches are crucial. In rapidly evolving sectors like technology, experienced workers may rely on outdated practices that are no longer effective.
“Therefore, while their experience is valuable, it may not always align with a company’s specific needs or culture.”
Fancy degree, little-to-no experience
Lee said hiring candidates with little-to-no experience, but who are highly qualified (at least on paper), offers several benefits – especially when their potential is identified early on.
“Unlike experienced employees who may be resistant to change, inexperienced candidates are often more open to learning new skills and adapting quickly. Their enthusiasm for growth can lead to rapid skill development and they may bring fresh perspectives that inspire innovative solutions and new approaches.”
By developing their skills internally, Lee said companies can reduce turnover and build a strong talent pipeline for the future.
“Hiring less experienced candidates also allows organisations to fill roles more quickly, avoiding the highly competitive and time-consuming process of securing experienced talent, while contributing to a diverse and dynamic workplace environment.”
However, while hiring less experienced candidates can have its advantages, it may also present several challenges, said Heera.
“Inexperienced candidates often require more time and training to reach the desired level of productivity. Their learning curve can lead to delays in contributing fully to the team. “They may be prone to making more mistakes as they navigate the intricacies of the role, which can result in costly errors, especially in positions that demand critical decision-making.
“Their need for extra supervision can also place additional strain on their managers and colleagues, impacting overall efficiency.”
Heera also explained that inexperienced employees may still be exploring their career paths, which can lead to uncertainty about their long-term goals.
“This lack of clarity could result in them using the job as a testing ground to determine if the role or industry suits them. If they realise it’s not the right fit, they may leave the company, leading to higher turnover rates and the costs associated with rehiring and retraining.”
Hiring the right candidate
When deciding who to hire, Lee believes companies should consider both education and experience, depending on the role and industry.
“Experience can lead to immediate results, while education offers a foundation for long-term growth.
“In specialised fields like law, engineering and medicine, academic qualifications and certifications are essential.
“However, in the digital sector, skills often outweigh formal education and candidates who can learn and adapt quickly are highly valuable,” Lee emphasised.
Meanwhile, Heera noted that when a position requires immediate results, experienced professionals are typically favoured, since they need less time to adapt and can quickly meet productivity expectations.
“However, if the existing team already has sufficient expertise and experience, hiring a qualified candidate with less experience may be a strategic move.
“In such cases, the company can hire this individual at less cost and this individual can be moulded by their experienced team members, so that they can learn the job quickly.”
