Overcoming Impostor Syndrome — A Recruiter’s Perspective

By Carmen Neagu, 21 October 2025

Do you ever hear yourself saying you’re not good enough? That people won’t listen to what you have to say because there are others out there saying it better?

That’s impostor syndrome. And it’s more common than most admit — I’ve seen it in jobseekers, in new managers, senior leaders and I have also felt it at times. The irony? It usually shows up in the most capable, conscientious people.

But here’s the thing: impostor syndrome doesn’t just affect how you feel. It affects how you apply, interview, perform, and progress. And that’s where careers — and businesses — can be held back if it goes unchecked.

How It Shows Up in the Job Search

I see the signs often:

  • Candidates who only apply if they meet 100% of the criteria. (Research shows women do this more often, while men apply at 60% match.)
  • CVs that downplay impact: “supported” instead of “led”, “helped with” instead of “delivered.”
  • Interviews where people open with: “I was just…” or “I think I might have…”

These are talented people underselling themselves — and sometimes ruling themselves out before the process even starts.

Try this: next time you read a job advert, ask yourself: “Which requirements are essential, and which can be learned on the job?” You’ll often find you’re more qualified than you think.

Practical Tools to Build Confidence

Instead of vague advice like “believe in yourself,” here are three exercises I recommend:

1. The Role Audit. Write down every task in your current role. Mark each as “confident” or “needs support.” Most people discover they’re strong in 70–80% of what they do daily. That’s your baseline proof of competence.

2. The Compliment Log. Keep a folder of positive feedback — emails from managers, thank-yous from clients, notes from colleagues. When doubt creeps in, read it back. It’s hard evidence of your value.

3. Value Statements. Practise saying achievements out loud until it feels natural. For example: instead of “I helped with a project,” say “I led a team of five and delivered the project on time.” This isn’t bragging — it’s accuracy.

For Managers and HR Leaders

Impostor syndrome isn’t just an individual challenge. Left unaddressed, it costs businesses:

  • Talented staff don’t apply for promotions, so internal mobility stalls.
  • Employees overwork to “prove” themselves, so burnout rises.
  • People leave because they believe they’re not enough, so retention drops.

What can leaders do?

  • Make appraisals developmental, not just evaluative. Ask staff to bring evidence of impact to reviews — this helps them see progress clearly.
  • Spot under-appliers. If someone consistently avoids promotions they’re qualified for, talk to them about what’s holding them back.
  • Celebrate wins regularly. Not just at year-end, but in meetings, stand-ups, or newsletters. Normalising recognition makes it harder for self-doubt to take root.
  • Acknowledge the transition gap. At induction or during promotions, remind staff it’s normal to feel “not ready.” Support is in place for growth — no one is expected to arrive perfect.

These aren’t soft touches — they’re strategic. Helping employees step past impostor syndrome protects your pipeline of talent and builds long-term resilience.

Final Thought

Impostor syndrome doesn’t mean you’re not capable. It means you care about doing well.

For individuals, the challenge is to stop shrinking your achievements and start owning them with confidence. For managers and HR, the role is to create structures where that confidence can grow.

Get both sides right, and you build teams who are not only competent — but confident enough to take your business further.