How to hire only the best

When an office runs like a well-oiled machine, it’s easy to see that a good manager is in charge, guiding a slick staff with a wise hand.

But how did the manager find and choose that slick staff that functions almost as one unit? Here are some tips to aid in hiring top-notch achievers:

* Look carefully at the resume. Are dates placed appropriately? Can you follow the flow of time easily without having to wonder about gaps or inconsistencies? If there is excess wordage under job descriptions, be aware it could be a sign of little real experience. Especially look for neatness. A sloppy resume often hints at sloppy work habits.

* When interviewing, don’t ask vague questions. Word questions appropriately.

* People who have experienced failure are assets, as long as they don’t have a history of failures. They know what failure is, how to live with it, and what now to do about it.

* It’s easy to forget important details of a person when you have to interview dozens of applicants. Keep a rating list based on experience, education, intelligence, appearance, personality, body cues and enthusiasm.

* Seek a balanced individual, one who can accept blame if at fault instead of pointing fingers at others.

* Look for problem-solvers and self-motivators. They will have a need to achieve, which leads to success. Problems will be mere stepping stones to greater things.

* Cull out the wishy-washy. You need a decision-maker, not a milque-toast.

* The person must be strong within. Objectivity and professionalism are assets.

* Flexibility is a must. The person must know when to retrench and start over on a project, if necessary.

* Energy means stamina and the desire to see a plan through. Look for enthusiasm, a willingness to learn and genuine interest. Real interest is often shown by concise questions and eager body language. Look into the applicant’s eyes and search for the spark of excitement.

* Pick people who respect authority yet know how to forge ahead when necessary.

* Check references carefully and not just those the applicant supplied. Call, don’t write, to get more candor. Check most former employers, if possible.

* Try to be the one who decides which candidate to pick, instead of having to through a fine of decision-makers.

* Don’t dally once you find the right person. Get the starting date clarified so you don’t run the risk of losing this potential star to a better offer.