Laurie Orlov, éditorialiste pour CIO Etats-Unis, revient sur les mauvaises pratiques en terme de recrutement de DSI qui aboutissent, évidemment, à l'embauche de personnes inadaptées.

Don't you love the idiocy of some CIO job descriptions? They're the ones that demand skills in configuring servers, designing the website, creating a long-term strategy, 20 years of experience plus a deep track record in a subbranch of financial services. Or that specify knowledge of an arcane, perhaps obsolete technology. In my perusal of ads on CareerBuilder.com recently, I even saw one for a bank that required the ability to lift at least 15 pounds.

Does experience with a specific technology category or product matter? Not so much. Let's think about both the technology requirements of most CIO jobs and what are (or should be) the drivers behind an enterprise intent on recruiting those requirements. Most of the time, companies that require a CIO candidate to possess specific technical skills are shooting themselves in the foot. Here's why, even if you meet the criteria and get the job, you shouldn't define your role based only on those qualifications.

A Screening Mechanism

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