Great Expectations: How to Hire Top Performers.

Most managers want to find the most qualified candidate for a job vacancy as quickly as possible. Unfortunately, this can be easier said than done, and no one can afford the negative consequences from acting too hastily and making a poor hiring decision.

The key to hiring smart is to develop a strategy. You must first determine what you're looking for in a prospective employee and then create a system for evaluating all candidates fairly.

PREPARE CAREFULLY

Re-read the applicant's resume just before an interview. Take note of major accomplishments as well as any red flags, such as excessive job-hopping or long periods of unemployment.

Ask the right questions. Develop a range of targeted, core questions that you plan to ask all applicants. In addition to inquiries designed to assess general accounting knowledge, gauge an individual's interpersonal skills and "fit" with your firm's corporate culture. Questions you might ask include:

* What did you like best/least about your last position?

* If you could have made improvements in your previous position, what would they have been?

* What is the most interesting or challenging project you've been nvolved with in your career?

* Describe your favorite/least favorite coworker or supervisor.

* Tell me about a situation at work in which you had to suddenly reschedule your time and reprioritize projects. What was your reaction to the change?

Hypothetical job-related scenarios also can reveal a lot about the applicant's enthusiasm, attitude and ethics. For example, instead of simply asking about prior experience participating in a project team, you'll gain a much better understanding of the candidate by asking, "If you were assigned to a project team and the person you most closely worked with wasn't completing his or her tasks on time, what would you do?"

LISTEN CAREFULLY

In a recent Robert Half International survey, executives said it takes them an average of 16 minutes to determine whether a candidate may be a good match for a position. Often, there are clear indications early on that someone isn't right for the job-whether it's the individual's attitude or behavior during the interview or a direct statement he or she makes. In most cases the signs are more subtle, so listen carefully to every response.

DON'T RELY ON YOUR MEMORY

Thke notes. You also may want to develop a rating system to simplify comparisons of each applicant's skills and abilities. Research has shown that the first person interviewed often has the least chance of getting the job because hiring managers may not recall his or her interview responses given the variety of people they meet. Keeping good records can ensure everyone receives equal consideration.

CHECK REFERENCES

While a growing number of companies concerned with litigation issues take a "name, rank and serial number" approach to requests for references, there are exceptions. Ask finalists to encourage their references to provide you with feedback about their job performance. Then be sure to handle the reference-checking calls yourself. You have the best understanding of what information you hope to gain and will be in a better position to build rapport with the candidate's supervisors who may relate to you more easily.

If a reference is reluctant to help, you might consider an approach such as, "I want to be fair with Ms. Smith. If we were to hire her and she couldn't do the job properly, or didn't fit into our organization, we'd have to replace her. That would be disappointing for both Ms. Smith and me. But with your help and candid responses, I can better determine whether the position is a match with her talents."

When you've finished all of your calls, look for a pattern in the responses. Don't automatically rule out an applicant because of one negative reference. A former supervisor may be angry that a good employee quit and, as a result, not be objective. Try to verify any criticisms with other contacts.

After you've completed the interviews and reference checks, review all of the information before making a final decision. By evaluating applicants fairly and thoroughly, you can be confident in your ability to select the right person for the job.

Max Messmer is chairman and CEO of Robert Half International Inc. (RHI), parent company of Robert Half, Accountemps and RH! Management Resources. RH! is a specialized staffing firm placing accounting and finance professionals on a full-time, temporary and project basis.