Sometimes, that’s what it can feel like when trying to hire a qualified cybersecurity professional at a rural electric cooperative.

“Bachelor’s degree [Master’s preferred] … five to 10 years’ experience … all the right certifications,” said Cole Oursler, director of information services at Mountain View Electric Association. “And we’ll pay you $15 an hour.”

He then showed the amused crowd at a breakout session of the Co-op Cyber Tech conference an image of a rearing white unicorn with a flowing mane in a mountain field at sunset.

“This person doesn’t exist.”

He noted that attracting the right IT/cybersecurity talent to rural and remote areas involves more than just credentialling and pay. Integrity, curiosity, resilience, communication skills, teamwork and problem solving are critical qualities for new co-op hires, and managers need to be patient and creative in finding the right fit, he said.

“We’re not like the giant IOUs. We’ll never be able to pay what they pay,” he said. “The way we respond is to be innovative in our solutions.”

Oursler, who also chairs the NRECA Cyber Member Advisory Group, named his presentation, “The Right People for the Right Problems” and outlined several nontraditional ways of attracting or fostering good cyber candidates.

Starting a cross-training program that lets internal employees handle various tasks creates a more versatile workforce and can ease the strain of having empty chairs on the cybersecurity team and create an internal pipeline for potential new team members.

Looking at candidates that may not fit the classic training and background of a cyber professional, he said, is essential to bringing new viewpoints, creativity and innovation to the team, key attributes when you’re trying to stay ahead of cyber criminals.

“Sometimes we don’t really need what we think we need,” said Oursler. “If I find the right type of candidate, I can train them to do the technical stuff.

“Cybersecurity is more a people problem than a tech problem. When I look at prospective employees, I’m looking at 50/50 soft skills to tech skills, and I lean toward the soft skills.”

He suggested tapping into the expertise and cultural experience of exiting military veterans and mining local community college graduates for interns and entry-level employees.

Oursler emphasized that to minimize attrition, co-ops should offer ongoing professional development, the right tools for the cyber team to do their jobs and a culture that rewards team players.

“If a new hire checks all the boxes, but they’re a jerk, they’ll slow the team down,” he said. “I’m looking for a team that when things go sideways, they have each other’s backs and will help each other.”