Asta Luksyte, +affiliation not provided in source

Overqualification—when employees possess education, skills, or experience exceeding job requirements—represents a significant and growing challenge in contemporary organizations. This phenomenon has become increasingly prevalent due to economic fluctuations, technological disruption, and shifting labor market dynamics. Despite its prevalence, overqualification remains under-researched in human resource management (HRM) literature, with limited guidance for practitioners navigating its complexities.

The sustainability of talent management practices depends on effectively addressing overqualification to ensure organizational viability, employee well-being, and long-term competitive advantage. Overqualified employees often experience underutilization of their capabilities, which can lead to reduced engagement, increased turnover, and diminished organizational performance. Conversely, organizations that strategically manage overqualified talent may unlock opportunities for innovation, enhanced performance, and sustainable competitive advantage.

This special issue seeks to advance scholarly understanding of overqualification and its implications for sustainable HRM. We welcome empirical studies, theoretical contributions, and practical insights that illuminate how organizations can effectively manage overqualified talent while promoting employee well-being, organizational effectiveness, and sustainable talent management practices. Research exploring the intersection of overqualification with diversity, equity, and inclusion initiatives, as well as global perspectives on this phenomenon, is particularly encouraged.

Potential topics

• Overqualification and person-job (PJ) fit
• Overqualification and person-organization (PO) fit
• Overqualification and sustainable HRM practices
• Career development and advancement opportunities for overqualified employees
• Retention strategies for overqualified talent
• Underemployment and its organizational consequences
• Skills utilization and employee engagement among overqualified workers
• Diversity, equity, and inclusion implications of overqualification
• Global perspectives on overqualification and talent management
• Technological change and overqualification trends
• Organizational culture and overqualification
• Psychological contract violations and overqualified employees
• Training and development for overqualified talent
• Selection and recruitment practices addressing overqualification
• Organizational performance implications of overqualification

Timeline

• March 1, 2027: Submission window