The Top 15 Blunders CIOs Make When Hunting for the Perfect IT Talent That Are Killing Their Hiring Game

Hiring for IT talent is hard. To start, relatively low unemployment in the US and other countries means more competition among companies in general looking to hire. Then there’s the fact that unemployment rates for IT workers typically run even lower. Yet CIOs and their hiring teams often use tactics that make a tough task even harder.

Many CIOs are unaware of the mistakes they are making during the hiring process, and this article will shed light on the top 15 blunders that are killing their hiring game.

1. Being overly reliant on the ‘post and pray’ approach to hiring

This technique, in which hiring managers post open jobs and hope for good applicants, is inefficient and often yields poor results. According to Arianne Gallagher-Welcher, executive director for USDA Digital Service, it was yielding low results for her department in terms of finding digitally skilled IT professionals. By using digital channels such as LinkedIn and Handshake, as well as special federal government hiring programs, the department was able to find more effective hiring solutions.

2. Leaving too much to HR

According to Heather Leier-Murray, senior research analyst in the people and leadership practice at Info-Tech Research Group, IT leaders should not rely too heavily on HR to manage the hiring process. Instead, they should constantly collaborate with HR to inform the recruitment strategy, and communicate effectively about the qualifications and skills required for each role.

3. Sticking with traditional criteria

Many CIOs are still requiring college degrees and numerous certifications or years of experience. However, this is rapidly becoming outdated. Keatron Evans, vice president of portfolio and product strategy, instructor and author at Infosec, advocates for prioritizing skills in the hiring process and de-emphasizing traditional qualifications. This approach would allow for more qualified candidates with non-traditional backgrounds to participate in the hiring process.

4. Crafting bad job descriptions

Job descriptions should be as clear and accurate as possible, reflecting the day-to-day tasks of the job. According to Keatron Evans, many hiring teams fail to do this, either copying descriptions from previous job postings or failing to communicate effectively with IT staff.

5. Failing to consider the local job market

CIOs must tailor job postings and job descriptions to local job markets, which can vary significantly from region to region. Stephen Watt, senior vice president and CIO at Hyland, experienced this firsthand when trying to hire globally. He learned to use area-specific job advertisements and rephrase job titles to find better candidates.

6. Failing to consider future needs

CIOs must be aware of emerging technologies and the skills required to stay competitive in the industry. Many hiring managers fall behind the curve, hiring professionals without necessary skills in the rapidly evolving technology market.

7. Thinking too short-term with interns

Many internship programs do not plan ahead, leading to talented young professionals being snatched up by competitors or jumping ship. Stephen Watt found success in planning long-term and making job offers to talented interns at the end of the summer, not waiting until the last minute.

8. Overdoing group interviews

While group interviews can be effective in assessing how well candidates would fit in with a team, some hiring teams have been known to take this too far. A large group setting can leave candidates feeling uncomfortable, anxious or even worse.

9. Overlooking the overall candidate experience

CIOs must prioritize candidate experience to build a strong reputation for their company. This means considering communication with candidates, application processes, and general touchpoints that communicate how they value the time and effort of potential employees.

10. Looking for a clone

When a manager leaves, companies often seek to replace them with an exact clone, somebody with exactly the same qualifications and experience. But that may not always be the best option, since this could mean overlooking potential in younger or less experienced candidates.

11. Setting vague hiring standards

Effective hiring teams use specific language when articulating their expectations for ideal hires and how their characteristics align with what they consider a successful hire. A shared vocabulary helps with achieving results.

12. Relying on faulty assumptions about what makes a good hire

When leaders don’t understand how they measure the success of a hire, there can be big consequences. Effective hiring managers must have more than just experience to evaluate, they also need defined metrics to steer their decision-making process and ultimately make successful hires.

13. Assuming managers know how to conduct effective interviews

Unfortunately, many interviewers rely on methods they have learned over time and have been taught very little about conducting effective interviews. Properly managed hiring processes will ensure high potential for employee success while providing clarity throughout management levels.

14. Glossing over the challenges new hires will face

The time between starting a new role can be really tough, with overwhelming amounts of information or difficulty keeping up with expectations and new procedures. Good communication during the onboarding process can result in very positive and welcome vibes.

15. Having no accountability in hiring

When goals are shared and evaluations determine efficiency in the process, accountability will ensure reliability and responsibility through continuous adaptation and learning processes. The clarity and honesty must be there throughout each cycle of candidate experience and interviewing. All of these elements should comprise your comprehensive hiring checklist for building your business through stronger teams.