With immigration barriers going up, and with salaries on the rise, how are you thinking about hiring? What advice do you have for execs that are looking to create world class teams?

24.6k views5 Upvotes12 Comments

CTO in Software, 11 - 50 employees
I look beyond just the technical skills. By the time they reach my desk, I am assuming their technical chops have been tested. I don’t do the Whiteboard programmatic interview, which is kind of the old school Google thing.

What I am looking for is what is the intrinsic motivation of the person, what makes them tick? I always look out for trail blazers but with some self restraint and self awareness. I think you get people when you create an opportunity for them to grow and show them that! You’re never just hiring for a static role.
Chief Security Officer in Software, 10,001+ employees
Agree with Mike. I look past the resume and try to figure out the motivations. We have gone so far as to set team adjectives and motivations and then try to ask candidates questions to see if they align to the team. Really more of a psychological profile, potential evaluation and culture fit assessment.
CTO in Software, 11 - 50 employees
It's really about having a conversation with the person. I want people that are self aware enough to know that they're interviewing me and the company just as much as I'm interviewing them and having that confidence to ask probing questions, and kind of push the envelope during the interview.
2 1 Reply
CIO and Startup Advisor in Software, 10,001+ employees

Absolutely agree. Ultimately, it is ALL about the people.

CIO in Finance (non-banking), 1,001 - 5,000 employees
Culture eats Tech skills for breakfast as someone once told me. Cultural fit is very important for me. A tech genius that can’t help teammates won’t help our organization build a world class athletic IT team. You can usually tell in a 10 min conversation.
CIO and Startup Advisor in Software, 10,001+ employees
I spent a lot of time focused on finding top talent and building a highly professional, highly skilled tech team across the globe and across states. Ultimately, Globalization 3.0, (as I like to call it), is to build a remote team and give people flexibility. If you focus on talent and culture, you shouldn’t care where people are. Given how far collaboration tools have come, it is always surprising to me that people still want everyone to have butt in seat at HQ from 9-5 every day.
Group Chief Information Officer in Construction, 5,001 - 10,000 employees
Hiring is one of the biggest responsibilities and the most dangerous thing any CIO can make.
Unless I'm sure that I can Sustain the new person and be responsible for his/her career development and growth I will never think about hiring.
People put their trust on you and your organization when they sign the employment contract, people take loans, buy cars, get mortgages, change their accommodations and kids school based on their job so it is very difficult decision to hire
From company perspective also you need to make sure you are hiring the right fit for the culture, values and competencies
CIO in Education, 1,001 - 5,000 employees
Not much differently than I have in the past. I try to find the best candidates I can, for the $ I can afford, and that are hopefully the best cultural fit in my organization.
Director of Information Security Operations in Consumer Goods, 1,001 - 5,000 employees
Doing the same thing, not looking for anything else besides skills, fit for organizations culture, knows how to think
CIO in Consumer Goods, 11 - 50 employees
While many attributes emerged over the time one most important attribute I look while hiring is having business acumen.
Director of Business Development in Software, Self-employed
I will look on the following attributes on hiring besides the core parameter of balancing companies benefits with employees satisfaction to work efficiently.
1. Self motivated to learn.
2. Easily adaptable to acceptable change as needed.
3. Confident to work as individual and as team.
4. Understand his role to companies Business.
5. Clear and transparent personality with the company.

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