A CTO’s Perspective on Hiring: Beyond Technical Skills

As a Chief Technology Officer (CTO), hiring IT personnel is one of the most crucial tasks I face. The right hires not only contribute to the immediate needs of the organization but also shape its long-term success and adaptability. While it’s easy to focus primarily on technical skills during the hiring process — since these are often the most visible and quantifiable aspects of a candidate's qualifications — my experience has shown that technical expertise is just one piece of the puzzle. The true measure of a great IT professional encompasses a range of qualities that, when combined, create a well-rounded, reliable, and innovative team member.

In this detailed exploration, I’ll share the broader criteria I prioritize when hiring IT personnel. These include stability in previous positions, a track record of growth through promotions and achievements, experience at different levels within an organization, strong character and team dynamics, and an organized personal life. These qualities often serve as better predictors of long-term success and effective leadership than technical skills alone.

1. Technical Skills: The Foundation of IT Competence

First and foremost, technical skills are the bedrock of any IT role. Whether the position requires proficiency in programming languages, systems administration, cybersecurity, or data management, technical expertise is non-negotiable. As a CTO, I expect every candidate to have a solid understanding of the specific technologies and tools relevant to our operations. However, I’ve learned that technical skills, while essential, are only the starting point.

The technology landscape evolves rapidly, and the best IT professionals are those who are not just proficient in their current tools but also adaptable and eager to learn new ones. This continuous learning mindset is crucial for staying relevant and driving innovation within the team.

• What I Look For: A strong foundation in the necessary technical skills, evidenced by certifications, work experience, and a proven ability to solve real-world problems. Candidates who demonstrate a commitment to continuous learning — through courses, certifications, or self-initiated projects — are particularly attractive, as they show they are not just keeping pace with current technologies but are also preparing for the future.

2. Stability in Previous Positions: A Sign of Commitment and Perseverance

Stability in a candidate’s work history is often a good indicator of their ability to commit to a role and see projects through to completion. In IT, where projects can span months or even years, having personnel who are dedicated and resilient is essential. Stability also suggests that the candidate has developed deep knowledge and expertise within their role, which can be incredibly valuable to an organization.

When I see a candidate with a history of long-term positions, it tells me they have likely faced and overcome significant challenges. This experience is invaluable because it suggests they understand that success often requires time, dedication, and the ability to navigate difficulties without jumping ship at the first sign of trouble.

• What I Look For: A consistent work history with several years in previous roles, especially in environments similar to ours. I’m cautious about candidates with a history of job-hopping unless there are compelling reasons for their moves, such as seeking better opportunities for growth or escaping toxic environments. Stability in previous positions indicates that a candidate is likely to commit to our organization and contribute to its long-term success.

3. A Track Record of Growth: Promotions and Notable Achievements

A candidate’s history of promotions and significant achievements is a strong indicator of their ability to exceed expectations. In IT, this could mean leading a successful project, developing an innovative solution, or consistently delivering results that surpass what was asked of them. This “winning pattern” is a sign that the candidate is not only competent but also driven to continuously improve and take on new challenges.

As a CTO, I’m particularly interested in individuals who have demonstrated a capacity for growth and leadership. These are the people who will not only meet the demands of their current role but will also help drive the organization forward by taking initiative and pushing the boundaries of what’s possible.

• What I Look For: Evidence of career progression, such as moving from junior to senior roles, and specific examples of successful projects or initiatives they’ve led. This shows that the candidate is not just competent but someone who adds value to the teams they join. I also pay attention to any awards, recognitions, or other forms of acknowledgment that the candidate has received, as these often indicate their contributions have been impactful and appreciated by their previous employers.

4. Experience at Different Levels: Understanding the Big Picture

IT personnel who have worked their way up from lower-level positions bring a unique perspective to their roles. They understand the challenges faced by entry-level employees, the complexities of middle management, and the strategic considerations of senior leadership. This breadth of experience makes them more empathetic leaders and better problem-solvers.

For example, a network engineer who started as a help desk technician will have a much better understanding of the end-user experience, which can lead to more user-friendly solutions. Similarly, a software developer who has worked in both front-end and back-end roles will have a more holistic view of system architecture. This kind of experience is particularly valuable in a rapidly changing IT environment where flexibility and cross-functional knowledge can make a significant difference in the success of a project.

• What I Look For: A diverse range of experiences within the candidate’s career, showing that they have tackled challenges at various levels of responsibility. This could include hands-on technical work, team leadership, or even cross-functional collaboration. Such experience often leads to a deeper understanding of how different parts of an organization fit together and how decisions at one level impact the entire system.

5. Character and Team Dynamics: The Heart of a Strong IT Team

Technical skills and experience are essential, but character is what holds a team together. IT professionals often work under pressure, handling critical systems that require quick thinking and collaboration. A person’s ability to remain calm, communicate effectively, and work well with others is just as important as their technical know-how.

As a CTO, I prioritize hiring people who are not just skilled but are also team players. I want individuals who are respected by their peers, who can mentor junior staff, and who contribute to a positive work environment. A strong team dynamic is crucial for collaboration and innovation, which are the lifeblood of any successful IT department.

• What I Look For: References that highlight the candidate’s ability to work well in a team, handle stress gracefully, and maintain a positive attitude. During interviews, I pay attention to how candidates talk about their previous colleagues and projects — do they give credit to others, or are they focused solely on their own contributions? I also value humility and the willingness to learn from others, as these traits often lead to more effective collaboration and better overall team performance.

6. An Organized Personal Life: A Foundation for Professional Reliability

An often-overlooked aspect of hiring is the candidate’s personal life. While it’s not always possible or appropriate to delve deeply into someone’s personal affairs, there are often indicators that suggest whether a person has the balance and organization needed to perform well in a demanding role.

IT roles, especially those in leadership or critical support positions, require a high degree of reliability. If a candidate is consistently late, misses deadlines, or seems overwhelmed by personal issues, that can be a red flag. Conversely, someone who manages their time well, keeps their commitments, and shows up prepared is likely to be a more reliable team member.

• What I Look For: Subtle signs of organization and reliability, such as punctuality, preparedness during the interview process, and a consistent track record of meeting professional commitments. These qualities often translate into how they will handle the demands of the job. A candidate who is organized in their personal life is more likely to maintain the focus and discipline needed to succeed in a high-pressure IT environment.

Conclusion: Building a Strong IT Team Takes More Than Just Technical Skills

As a CTO, I’ve learned that building a strong IT team requires looking beyond just technical skills. While expertise in the relevant technologies is essential, the real key to long-term success lies in the broader qualities that a candidate brings to the table: stability, a history of growth, diverse experience, strong character, and an organized approach to both their professional and personal lives.

By prioritizing these attributes in the hiring process, I can ensure that we’re not just bringing in people who can do the job, but those who will thrive, lead, and contribute positively to our team’s culture and success. This holistic approach to hiring is what ultimately leads to a resilient, innovative, and high-performing IT department.