To me, hiring staffers, especially key executives, is like getting married. In some ways it’s more serious because everything your new hire does is going to be a reflection on you. How do they act in tough situations? How do they deal with customers? What’s their response time? How do they treat other employees? You have to be sure, given any circumstance, they’ll handle it like you would, or better than you. This is easier said than done, of course.

You have to remember that skills can be taught, but values and attitude are ingrained, which is why you should base your ultimate hiring decisions on these two areas. When people share the same values and attitude, it’s like a membership in a secret club – one in which everyone possesses an internal drive to respect customers, go to work even when it’s cold and snowy, and enjoy building a team or working alone.

So how do you hire based on values and attitude?

First, you have to know your own baseline. You need to spend time really thinking about what’s most important to you. One question I suggest asking: What are the non-negotiables in your office? Let’s say a customer calls at 11:30 a.m. with an “emergency.” Are you willing to adjust your plan – maybe cancel a lunch date to help your client with whatever their issue is? I want employees who are. That means I value people who don’t stare at the clock.

Second, always look before you need to hire. You should keep a running list of amazing people that you meet who you’d want to have in your company. Have coffee with them, get to know them, and begin the recruiting process slowly. This gives you time to really see what they’re like, how they act and if they’d be a good addition to your team. To hire well, your process needs to be more proactive than reactive.

Third, you need to set up an interview so the majority of the questions you ask center around situational issues. Honestly, in this job market, certain skills and education are requirements. You shouldn’t even spend time talking to people who don’t meet those criteria. When you bring someone in, take the opportunity to ask deeper questions about what they’d do under pressure.

Fourth, never close the deal without doing a working interview. Insist candidates attend a networking event or a team meeting and see how they act and respond. Does their behavior and attitude match what you’re looking for? Set your standards high and watch them closely.

Lastly, stick to the 90-day rule. Believe me, three months is the honeymoon period and it’s as good as it’s going to get. If a new employee’s values and attitude don’t meet your bar early on, end it and turn back to your proactive list.

Place a greater emphasis on what candidates do in practice rather than what they look like on paper. Everybody on your team, from your highest ranking executive to your most junior account rep should be an extension of you. Any deviation from that and your link is weakened. Invest in good hiring habits and stay true to the values that matter most to you.

Meridith Elliott Powell is an author, keynote speaker and business strategist. For more leadership tips, visit her website, valuespeaker.com.