As a hiring manager, your role is to ensure any job candidate deserves to be there. Unfortunately, no matter how many questions you ask a potential employee, you might not be able to discover who they truly are.

Related: Top Recruitment Tips for Hiring Managers

Here are a few guidelines interviewers can use to ensure they choose the most suitable candidate.

Trust your Instincts

Use the interview to get to know the person and follow you instincts. Too much structure for interviews doesn’t allow for a personal connection and really getting to know someone. A good way to that is to make your interviews conversational and just talk to the candidate. Allow the conversation to unfold.

Look At Talent and Cultural Fit

Work experience is good, but talent and cultural fit are critical. How this candidate will relate with their boss and their team. How well they understand you customer base. Hiring practices should assess employee fit and job competency can companies need to use their intuituin and data analysis to make job decisions.

Give Them a Relevant Task

Neither the candidate nor their references will come out and say “I suck!” As a result, you have to be creative and dig deeper in your selection process. It is recommended to have a second interview where the prospective hire can showcase a requirement for the job they will perform.

Take the Candidate Out Of the Office

Meet them at a café or a restaurant and see how the candidate acts in a less formal setting. Ask yourself if you enjoy spending time with this person and if you feel like they are making you better or smarter by being around them. Question if you would want to be led by them. This will tell you a lot more about the candidate.

Use Behavioral Assessments

Behavioral assessments are a simple and inexpensive way to give you greater certainty that the candidate will be successful in the role. Resumes and reference checks may provide information on the skill sets a candidate brings, but the softer side of the equation is often the reason people fail in new roles.

Look Past the Resume

Hiring teams get wrapped up in fancy resumes. Sometimes the best hire had the worst resume. Interviewers should ask questions and pay close attention to the answers. What has this candidate accomplished versus participated in? How do they approach work and collaboration with others? What role do they play on teams? Make offers to candidates that most closely fit the role and your organization

Trust the Process

Trust that the interview process, including panel interviews, reference checks and talent assessments, worked and provided enough data to triangulate and align on the “most right” candidate. Then, use those insights to create a plan to onboard the candidate and set her up for success from day one. A “good” candidate can become the “right” candidate through effective onboarding.

Focus On the Future

It may sound strange, but spend less time focusing on past accomplishments. Instead, concentrate the interview on reviewing with the candidate what needs to be achieved in the first year and what in their background they believe gives them the skills and confidence to accomplish the first year goals of the job.

Look For Signs of an Open Mind

If no one stands out at the end of the interview process, take another look at the candidates’ responses to questions. This will indicate how they would respond to changes and feedback. You always want to choose someone who is open-minded and willing to accept feedback over someone who is experienced but unwilling to admit they can make mistakes or learn new, better ways to do things.

Use Constraints to Reflect The Real World

Most interviewers are effective at asking behavioral questions. One opportunity is to use progressively difficult questions to evaluate the candidate. Start with a real-world problem, and then introduce constraints like scale, dates, resources, budget or risks. It increases the evidence of the candidate’s thought process and experience, hints at how your company works, and limits canned responses.

Leverage Reference Checks

As with shopping for a new service, many people rely on reviews to inform their decision-making process. This method can offer value when shopping for new talent as well. References provide a unique perspective on the candidate’s performance from a customer’s point of view. This view is important because it focuses on the candidate’s past results, which is a good predictor for future performance.

Consider Employee Growth Needs

Finding the right person for the team is just as important as ensuring they are happy once they are hired. So during the interview, make sure you take time to understand what they want out of the role. If they want to be promoted quickly or work cross-functionally and that’s not in the cards, set expectations with the candidate and decide if it’s a good use of both of your time before they join.