2.1k views4 Comments

VP, Director of Cyber Incident Response in Finance (non-banking), 10,001+ employees
I had a manager running my SEI CERT team last year who rejected nine candidates out of 10. And I get it; it’s hard to find a unicorn. But in today's market, find me a reason to not hire somebody. Stop looking for somebody who meets 100% of the requirements, and bring me somebody who I shouldn't hire so we can at least get them off the list. If they're hireable, just bring them in.

Whether I’m in the role of a manager or a mentor, I always tell people who are looking for a job that just because they put all of these requirements in the posting doesn't mean that they're looking for all of those things. They want those things but they'll make a risk-based decision as to whether they can deal with training you on what you don’t know. Or perhaps the one requirement you don’t meet is the one that they really need and the others don't matter much. Those are the things that you really have to take a look at from a hiring perspective. And I say that to interview candidates, mentees, or whomever. Because today's market is almost impossible. You're going to pay through the nose one way or another, and you have to hire talent pretty much where they are for most of the roles.
CISO in Software, 501 - 1,000 employees
I won't hire someone if I think they will negatively impact our culture. I will hire people who are different to existing team members because we know that with more diversity we get better business outcomes. But if I get a feeling that they will walk over people or be unkind to others, they are not getting hired. 
Director of IT in Software, 201 - 500 employees
We want to hire people that will be a culture fit. You want to hire a diverse team with different abilities and backgrounds, but they need to have some core values that are similar to the values/culture of the organization to be a good fit.
1 1 Reply
CISO in Software, 10,001+ employees

+1 to Ajet's comment

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