Finding top-quality IT talent is a daunting challenge in an era of rapidly emerging technologies, such as AI, quantum computing, nuclear-powered data centers, and advanced robotics. To find IT leaders and team members qualified to handle tasks in these and other hot-topic areas, CIOs must become more creative and persistent.
CIOs today are looking for IT talent that possesses skills in AI, automation, cloud technologies, cybersecurity, and data analytics, says Byron Love, cybersecurity program director at security and intelligence solutions provider Nightwing. “However, there’s fierce competition for this elite talent, causing a significant gap between talent requirements and the candidates available on the market,” he notes in an online interview.
Overcoming Challenges
Today’s biggest challenge is finding candidates with both deep technical expertise and broad systems knowledge, says Chase Snuffer, CIO at the Rayburn Electric Cooperative, a not-for-profit electric cooperative in Texas. “Too often, we encounter individuals who are highly specialized — strong in one vertical, such as cybersecurity or networking, but who lack exposure to integrated systems across a complex enterprise environment,” he observes in an online interview.
Maintaining cultural alignment — and finding individuals who can thrive in an IT culture with adaptability and forward-thinking skills — is essential, Snuffer says. “We’re not a massive enterprise, but we move fast, and we invest early in modern platforms,” he states. “This can be a tough adjustment for candidates coming from slower-moving or highly segmented organizations.”
It’s hard to spot great talent when your recruitment teams are flooded with resumes, especially if you haven’t honed an efficient, skills-focused screening process, observes Justice Erolin, CTO at BairesDev, which specializes in software development, software outsourcing, and staff augmentation services. In an email interview, he notes that top tech talent is in high demand, which makes finding qualified job candidates an increasingly difficult challenge. “Big Tech is no longer the only place where great engineers can work,” Erolin says. “Companies of every size and in every industry need those specialists to bring their projects to life.”
Coping Tactics
Successful CIOs build high-performing teams that embrace collaboration, chemistry, and the trust necessary to weather future technology disruptions, Love says. “Yet they also face the dilemma of hiring personnel quickly to fill gaps or waiting to find candidates who fit both technically and culturally.”
“We found success by taking a proactive, pipeline-first approach,” Snuffer says. “Our internship program has been a real asset — three out of four interns we’ve hosted since 2017 now work here full time.” Snuffer adds that to attract a wider candidate pool, he’s also recruiting nationally and offering flexible, hybrid arrangements.
Snuffer believes that his proactive approach places practicality over perfection. “Rather than search endlessly for unicorn candidates, we’ve invested in upskilling and internal development,” he explains. “We cross-train aggressively, support continuing education, and rely on peer mentoring.”
Skills Matter
Look beyond the traditional tech profile and focus on a candidate’s abilities, Erolin advises. He suggests evaluating prospective talent based on what they can do. “Simulate real-world problems and assess their skills.”
Love recommends cultivating employee performance and satisfaction. Encourage and incentivize employees to refer candidates who are not only technically qualified but also fit strongly with the culture, he says. “Our technology managers are expected to be both technically proficient and effective people leaders with the emotional intelligence, cultural awareness, and team-building skills required to create cohesive teams capable of performing with resilience under pressure.”
Long-Term Planning
CIOs have to think long-term, Snuffer says. “It’s all about building a resilient, future-ready team that can scale with the business,” he explains. “Our role as CIOs is to cultivate an environment in which people grow, systems evolve, and IT becomes a strategic driver — not just a cost center.”
CIOs who treat hiring as a one-off transaction are missing the strategic dimension, Erolin warns. “Continuous investment in internal career tracks, team culture, and learning opportunities, can transform your organization from ‘just another job’ site into a top destination for top tech talent.”
Today’s CIO role demands not only technical expertise, but also strategic vision, Love says. He believes that strong leadership and having the ability to drive cross-departmental digital transformation is crucial. “Organizations that prioritize team cohesion and leadership development, alongside technical acumen, will be best positioned to attract and retain top talent and to weather future technology disruptions.”
