When Stephen Laster is looking to hire someone into his IT department at the Harvard Business School (HBS), a candidate's technical skill is the last requirement on the CIO's mind. Foremost is whether a candidate will create another strong link in his 100-plus person team.

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.

But finding friendly IT professionals who are also intellectually curious, good problem-solvers and who can wear different hats isn't easy, especially in the Boston area, where there's so much competition for talent. To that end, Laster puts a tremendous amount of effort into determining whether a candidate is right for his organization. His hiring process is lengthy. He spends time with candidates outside of his office. He involves many stakeholders in his hiring process. And IT staffers play active roles in job interviews with candidates. They also have a strong say in whom Laster hires. His process, which he further describes in this Q&A, may seem onerous to some, but it helps him get exactly the right people and it helps build trust and respect between him and his IT department.

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?

We have a large catalog of Java-based applications running the school in a highly customized fashion. This lets us meet the unique needs of the business school. The challenge is that we have to commit to having a very sophisticated development staff to keep pace with all of those custom-made applications. We need very adaptable, engaged engineers who can work both as applications developers as well as system integrators and system extenders. We are a midsize shop and people have to wear many hats, so being adaptable is key.

Whitepapers

• Gene Kim's Practical Steps to Mitigate Virtualization Security Risks
• Monitoring and Managing App Performance
• Monitoring and Managing VoIP
• SNMP Monitoring: One Critical Component to Network Management
• SNMP Monitoring: One Critical Component to Network Management
• A Modern Approach to On-Demand Email and Data Security

View more NETWORK MANAGEMENT whitepapers

Webcasts

• Key Considerations for a Successful 802.11n Deployment
• Best Practices for Deploying WAN Optimization for Disaster Recovery
• Tips and Techniques for Remote Data Backup and Delivery
• WAN Optimization Landscape
• Lowering the Cost of Email Archives
• The High-Touch Remote Helpdesk: Centralized Support for the Decentralized Organization

View more NETWORK MANAGEMENT webcasts

Special Reports

• Network World Executive GUide: The Virtualization Equation
• Application Performance Management Executive Guide
• Executive Guide: Building a Service Oriented Architecture
• Optimizing Your Network Management Strategy for Today's Economy
• Get More From Your WAN
• Executive Guide: Storage Heats Up

View more NETWORK MANAGEMENT special reports