当斯蒂芬·拉斯特正在雇人为他在哈佛商学院（HBS）的IT部门，应聘者的技术能力是CIO的心中最后的要求。最重要的是考生是否会造成他的100多名人的团队的另一个强有力的联系。
Building a cohesive IT staff is paramount for Laster, who has served as Harvard Business School's CIO since October 2006. His IT department is responsible for developing and supporting an IT infrastructure used by 1,900 MBA and doctoral students, 1,300 faculty and staff and more than 9,000 participants in HBS's executive education program. To meet the needs of these demanding stakeholders, everyone in the IT department has to get along with one another. They also need to cultivate strong relationships with the end users, especially the ones on campus.
但要找到友好的IT专业人士谁也求知欲，善于解决问题的人，谁可以穿不同的帽子是不容易的，尤其是在波士顿地区，那里的人才如此激烈的竞争。为此，拉斯特把精力了大量成确定候选是否适合他的组织。他雇用程序冗长。他花时间与候选人他的办公室外。他涉及他的招聘过程中的许多利益相关者。而IT人员在面试时与候选人发挥积极的作用。他们也有很强的发言权，谁拉斯特聘用。他的过程中，他还描述了在这个Q＆A，看似繁琐一些，但它可以帮助他得到完全合适的人，并帮助他和他的IT部门之间建立信任和尊重。
All of Laster's techniques and hard work on the hiring front pay off. Today, he oversees a staff that he truly appreciates. Of his IT department, he says, "I would just like to clone them all forever. They are truly nice, smart, skilled, adaptable folks."
What are your IT staffing needs and challenges?
我们有一个大的目录运行在高度定制时装学校基于Java的应用程序。这让我们满足了商学院的独特需求。我们面临的挑战是，我们必须提交具有非常复杂的开发人员，以保持与所有这些定制应用的步伐。我们需要非常适应，从事工程师谁又能以及系统集成商和系统扩展工作，既作为应用程序的开发。我们是一个中等规模的商店，人们不得不身兼数职，因此可适应是关键。
这同样适用于我们的支持组织，这是相当大的事实。我们大约35左右的支持人员，我们非常自豪，真的给的高度支持。因为它是无处不在校园里，人们可以很容易地超过一个的支持能力，如果你没有，你如何提供支持方面发挥创意。
波士顿是一个非常有竞争力的市场。我认为，我们提供有竞争力的薪酬，以及一个优势，我们有是，我们永远不会去经营的。我们也有优势，我们做了很多的新技术创造性的工作。我们很幸运，我们已经能够填补我们空缺职位，但在某些情况下，它需要三，四，五个月的时间找到合适的人选。
What criteria do you use to hire IT staff?
的第一件事是，你很好吗？这是很重要的原因是因为有非常聪明的人谁不愉快地工作着。我们没有足够的空间为这些人在我们的团队。我们希望MVP的，不是全明星。我们希望谁能够带给球队在一起的人。
The second criteria is, are you smart? Do you have a thirst for learning? Do you have an ability to learn? Are you adaptable? Are you willing to go out of your comfort zone and embrace something new?
最后，你熟练了你面试的工作吗？这是最后的原因是因为如果你很聪明，有一个渴望学习，你是适应性强，但你没有所有我在寻找，我仍然会聘用你的技能，因为你很快就会捡起来。
什么是候选人需要做来打动你？
做背景的研究是一个很好的主意。我在采访别人在HBS大约一年前，那人已经做了很多在学校的研究和在学校有很多关于IT研究很明显。他们在面试直接为我工作，所以他们做了很多的研究对我，也是如此。什么做这个节目？
1。That the candidate really cared about the job.
2.那他是好奇。
3. That he realized it was important to understand HBS so that he could maximize the interview time for himself and for me.
4.那他真的很好的问题。
He asked, What was the strategy? What was I looking for in the role? How would I measure success? Those kinds of things. I was pleasantly surprised--almost blown away. I thought, "Here's someone who really gets it. How do I clone him?"
你如何确定候选人是否具备工作所需的技能？
技能是很容易确定。其中一个我自豪自己，或好或坏的事情，是我一个非常懂技术的首席信息官。我会询问与他们的领域做一个非常复杂的问题的候选人。我会在谈话看他们如何把它拆开，并进行分析。这会告诉我，他们的技术水平。
What about cultural fit? How do you assess that?
文化融合是一个不科学的直觉。理想情况下午餐和走出办公室 - 我通过花费一些时间与人决定考生的文化契合。听他们谈谈他们是如何看待世界，是什么激发他们，什么他们的希望和愿望是。如何舒适与他们自己是谁？他们怎么能老老实实跟我的谈话？
你怎么去有关IT职位面试候选人？什么是典型的过程？
我们有很多人在这个过程中，让候选人可以在任何地方从12到20的采访经历。每个人都该人将与合作工作组中有机会面试的候选人。对于一些角色，像我们的项目团队和项目管理办公室内的联络人的角色，考生也采访了HBS员工IT之外。会有一些面板，一些单对的。会有人谁是更侧重对文化适应面试和其他人谁将会更注重应聘者是否真正有能力的简历说，他们来面试。将有专注于候选人的解决问题的能力面试。所有的采访都是很随意，使他们将根据交谈中。然后将反馈给招聘经理。
This is a lot of interviews. How long does this take?
We try and keep this to no more than three visits over a two to three week period. But a single day can include eight to 10 interviews. Some one-on-one and some with two people.
Do the members of your staff have a significant say in who their new boss or manager might be, or do you include them in the process just so they get to know who that person is?
Their input matters. I'm not a big fan of "gratuitous inclusion." Everyone's input has weight, and that helps build trust among the team. That doesn't mean we always have 100 percent consensus on candidates, because we don't. We are not looking for 100 percent consensus. When we do have consensus, those are wonderful moments, but if you have a team where everyone is saying no for whatever reason, as the chief information officer, you have to respect that.
What do you consider a successful hire?
A successful hire is someone who comes onboard, and after being here three to four months, you think the person's been here for five years. You just believe they have always been here and they are a natural part of the team. They are happy, productive and one of the team doing a great job.
Looking back on all the interviews you have conducted, do any make you say "What was I thinking?"
一个我在那里受访者中脱颖而出。不久后我加入了一个公司，我的老板被驳回。我出去吃午饭运行，并撞到板上，谁不愿和我一起去跑步的主席。在大约一英里一个，他说，“所以，为什么我付钱给你？”因此，从一英里一到英里五，我们就此前接受媒体采访，并通过英里的5个I仍然有一份工作。这是我一生中最紧张的面试。
我做过最奇怪的采访，当我采访的人谁真的以为他应该做我的工作。他提出，在采访中极其明显。在采访过程中，他谈到“我们的伙伴关系”和他表达他的目的和目标作为合作伙伴，而无需心态的存在，了解什么我目标是为球队。我应该已经看到，他更多的在他的简历更仔细地寻找感兴趣的我的工作。其实，如果我还记得，我想我没有看到它，我不应该与采访了前进。但同样，他的简历很是诱人。
Hiring managers often want ambitious candidates. Why did that particular candidate not work out?
个人不想忽略了他们的面试工作;他们希望我的工作的那一天。其实我是想谁有野心的人，只要他们的兴趣和才能带他们去。我怀疑有人谁进来说的：“我希望做这个工作并在6年里，我想成为哈佛商学院的首席信息官。”在另一方面，我真的很支持某人谁说，“我要进来，我想学习，我要长大的。当然，我希望管理人员和技术，我想看到的是需要我。“
What is the greatest hiring mistake you have made and what did you learn from it?
最大的招聘错误是简单地雇用技能和雇用一个人，我知道是一个糟糕的配合和正要是破坏性的组。他们不得不在纸面上我所需要的，但在采访我的直觉是，这是行不通的，但我不顾一切地填补了作用。如果我没有记错的话，我认为有与人每周的问题。而且它内置了小毒入队。它是如此破坏让人们对谁只是不想在那里不管什么原因的球队。它损害了个人，损害了球队。没有人赢。
你不得不解雇这个人吗？
我相信，在大量的反馈。我能提供的反馈流，这样的人意识到，他们不是一个良好的文化适应，他们主动找到了新工作。如果这没有发生，我会放他们走。团队凝聚力是至关重要的。
How do you deal with situations like that, where you like someone or need someone, but the team does not like the person?
几年前，我想雇人，因为我知道这个人需要的正是球队。个人是一个杰出的人在每一个层面谁，我相信会帮助球队搬迁到一个新的水平。该团队，不过，只是不舒服的这个人，我没有雇佣他，因为他不会对球队成功。这是一个令人心碎的决定。
Why do you think the team was not comfortable with this person?
I think they were threatened by the individual. I think perhaps I had not done a good enough job preparing them for why this was okay. I had not given them enough time to internalize it. Eventually, we got through it. It took another six months, but the team was very strong and healthy in response to that. I'm sure they recognized their input in the decision making, but I don't know if they recognized the rest of the subtleties. The other problem is that with pushing people onto a team, if you have an inclusive interview process and you disregard the consensus of the team, you are undermining trust. The team is then thinking, "What else is the chief information officer going to do that he's not really being up front about?"
You've served as a manager in a number of different industries. Prior to higher education, you worked for Art Technology Group, Sapient, CrossCom and shoemaker Stride Rite. Do you hire differently for those industries?
在一些行业，领域的经验比其他人更重要。我认为其中domain体验成为最重要的是当你看到谁想要在高等教育工作的人。谁的人在律师事务所或咨询公司工作，为高等教育的过渡是很容易的，但对于谁是在金融服务行业，还有更多的严谨性和控制工作，我认为他们有困难时迁移的人。任何人都可以做到这一点，很明显，但我只是觉得弹力较大。
我想说的大部分，我们已经雇用的人员都没有以前高-ED IT背景。有些人出来更高版的，但绝不是大多数。我们已经有人走出金融业和服务机构。我们已经有人走出的技术产品公司。我们让人们有不同的背景，这是美妙的。
它是很难与不同背景的管理这么多的人？
对我来说它不是,因为我在这些不同ent industries. Certainly if you had people who were all from the same background managerially it would probably be easier, but I think you lose a lot of the creative tension that makes a team powerful. I think different perspectives and backgrounds are a wonderful thing on a team as long as the team is built based on trust.
你如何建立信任？