Anyone who joins your business should be considered a key player, whether that person is an administrative assistant, a marketing coordinator or a successor to your practice, says Heather Peters, certified coach and senior consultant with Knightsbridge Robertson Surrette in St. John’s.

Make sure you conduct your due diligence with each hire to avoid costly mistakes that can take a toll on time and money and create stress, Peters says.

Here are three tips for finding the right fit for your business:

1. Fact-check previous accomplishments
Fifty-eight per cent of hiring managers say they’ve spotted a lie on a resumé, according to a recent survey by recruitment firm CareerBuilder. These embellishments from candidates increased about 33% after the last recession, the report says.

Many organizations may be hesitant to provide references with any substance due to liability, Peters says, which can make finding an honest appraisal of your candidate difficult.

During the interview process, tell candidates that — with their permission — you will be checking with references about specific situational experiences at their previous job, Peters says. For example, if a candidate says he more than tripled social-media engagement at his previous company, ask a reference how that accomplishment affected the business. This process ensures candidates provide honest accounts of their work history and encourages more detailed feedback during phone calls with previous employers.

2. Test for technical skills
To learn the “full meal deal,” Peters says, test potential clients for technical skills. Don’t assume that just because a candidate says she has been using Microsoft Excel for several years, she is exceptionally skilled at creating charts and graphs, Peters says.

During the interview process, give candidates a quick sample task to see how adept they are with technical programs. “You would be amazed at how many times people say they’ve been using Excel, for example, and they only know the basics,” Peters says. “It might not be enough for what you need.”

3. Hire for complementary strengths
“We often hire people who are like us because we feel comfortable with them,” Peters says. “The problem with that is you’re not necessarily getting the skills you need to complement you in the workplace.”

For example, if you’re really talented at creating high-level strategies and using “big picture” thinking, you should not seek right-hand support staff who also lead with those skills. In this scenario, Peters says, you should try to hire someone who is detail-oriented enough to improve upon your strengths and fill any necessary gaps.

This is the second part in a three-part series on hiring support staff.

Next: Onboarding new hires.