You gotta know the territory
As the intro line to the "Music Man" went, "but ya gotta know the territory!" But Professor Harold Hill didn't know the territory. His was a huge scam.
Hiring in technology is like the salesmen on the railroad car in "Music Man." If you are successful, "you gotta know the territory." But nobody in HR knows the technical territory that will guide them in finding the right person for the technical job.
Nobody in management seems to know. And most of the time, nobody in charge of IT knows, either. They're all selling the "Think Method," Professor Harold Hill's technique whereby boys learned to play their musical instruments by "thinking about the Minuet in G."
These folks are scamming everybody around them. They don't know the territory. They don't know the people, the problems, the products, or the markets. No wonder they fail.
It would scare the knickers off of the C-level if they knew just exactly how complex technology has become. That makes finding the right technical hire very difficult because YOU HAVE TO KNOW WHAT YOU NEED BEFORE YOU CAN START LOOKING FOR IT.
There. You made me yell.
The solution to this is to find the one-in-a-thousand who can do networks and systems and security and cryptography and back-end in .NET and Java and Node.js and who can do front-end in .NET and Bootstrap and PHP and Angular and MVC and MVVM and jQuery and Knockout and can do the data store in SQL and Sybase and Hadoop and who can do data warehousing and analysis in R and who knows UI and UX and Agile and Scrum and CI and CD and can manage the junior developers and directly interface with the department heads.
And that doesn't even address the truth in all work that about four percent of the programmers are exceptional, about ten percent are really good, and everybody else is okay to horrid. So if you plan on developing a product that demands that all workers are exceptional, then you can find one-in-twenty five; if they even apply. (Most of the four percent are comfortable already or are independent and work their hours, their locations, and their interests.)
The only way to change that (for a time) is to bribe them with so much money they can't resist.
The real way to handle this is to a) realize management and HR and company "leaders" don't know anything about technology, b) they can't define what they need so c) they can't describe the jobs, and d) they don't know how to design a project plan so that there are a couple of exceptional leaders, a few really good drivers, and a whole lot of learners, average producers, and growing/learning apprentices.
No, no! On the contrary, by the time a department gets the budget and the approval for a technical project, the need is so desperate and the demand for results is so outlandish that there is no time to think -- only time to deliver; and deliver an exceptional product. The only way to do that is to find a number of those folks in the Upper Three Sigma range of the curve and hope they can work together long enough to go over budget, beyond deadline, and deliver a nearly-usable product.
Does anyone really wonder why failure is the only option?