In the search for talent, organisations continue to place significant value on experience. Job postings routinely specify a minimum number of years of experience within a particular sector, function or role. Experience is often treated as a direct proxy for expertise and competence. But is that assumption justified?
Why experience does not equal expertise
The short answer: no.
The belief that many years of experience in a given domain automatically translate into expertise and superior performance is deeply ingrained, yet largely unfounded. Scientific research (Iddekinge et al., 2019; Sackett & Lievens, 2021) consistently shows that experience – defined as the number of years someone has performed a role – is a weak predictor of job performance and success. It is entirely possible for individuals to perform the same job for many years without becoming significantly better at it.
In everyday language, experience and expertise are often used interchangeably, but recent research by Rousseau and Stouten (2025) clearly distinguishes between the two. Experience is simply the accumulation of years in a particular role or function. Expertise, by contrast, refers to “cognitive abilities, skills and knowledge acquired through education, study and/or deliberate, in-depth practice” (p. 3). It is the result of intentional practice, continuous reflection and active learning.
Does this mean experience is irrelevant? No. Experience can contribute to expertise, provided that the nature and quality of that experience are relevant and transferable to the role in question.
“But experience is such an easy criterion, isn’t it?”
That is true – but ease does not equal effectiveness. Why, then, does experience remain such a dominant factor in recruitment and selection? The primary reason is simplicity. Years of experience are easy to quantify and create an illusion of objectivity.
In addition, organisations often perceive candidates with long careers as a lower-risk investment, assuming they will be loyal and bring valuable knowledge and expertise from previous employers.
Cognitive bias also plays a role. We tend to assume, almost automatically, that more experience means better performance. But more years on the clock do not necessarily translate into more horsepower under the hood.
Social recognition reinforces this bias. Candidates with impressive CVs or long tenures within a sector or role are more readily labelled as “experts”, even when their actual performance does not demonstrably exceed that of less experienced colleagues.
So how do you measure expertise?
Measuring expertise requires assessing both technical and behavioural competencies. One of the most effective methods is the use of work samples or simulations. In these exercises, candidates are asked to solve realistic business cases that reflect the challenges they will face in the role. This approach reveals how individuals think and act in a relevant work context, and whether they can handle the complexity of the job.
It is equally important to assess continuous development. True experts continue to learn: they are curious, engage with professional literature, seek perspectives beyond their own domain, reflect on mistakes and adjust their behaviour based on new insights. The extent to which individuals seek and use feedback is another key indicator of expertise development.
Why developing expertise is not self-evident for everyone
Developing expertise requires more than hard work alone. It depends on specific skills, personality traits and behavioural competencies such as analytical ability, judgement, flexibility and self-direction. Not everyone has the same natural predisposition; for some, developing expertise simply requires more time, energy and support than for others.
Context also matters. Expertise grows through repeated practice, immediate feedback and the psychological safety to experiment. Work environments that challenge employees, offer opportunities and actively encourage learning are essential for the development of expertise.
Four practical recommendations for HR professionals
- Focus on behavioural competencies and domain-specific expertise
Move beyond years of experience in job descriptions and focus instead on observable behavioural competencies and relevant technical knowledge. - Use evidence-based assessment methods
- Apply assessments and simulations that reflect the real challenges and complexity of the role.
- Use structured behavioural interviews to explore the nature and quality of a candidate’s experience and to understand how they think and act.
- Make self-development a KPI
Encourage employees to dedicate, for example, 10% of their working time annually to personal development. Provide a targeted learning budget and link learning input to measurable output objectives. - Foster a learning culture through leadership and feedback
Leaders play a critical role by creating space for experimentation, deliberately delegating developmental tasks and responsibilities, and actively encouraging growth through feedback.
Conclusion
Expertise is not the sum of years worked. It is the outcome of deliberate effort, active learning, continuous reflection and improvement. By looking beyond tenure and focusing on genuinely acquired knowledge, skills and competencies, organisations can make better hiring and selection decisions and create sustainable long-term growth.
This article was written by Matthias Eeckhout, Senior Consultant at Quintessence.