As you grow, your company hits several milestones.

Some are easily handled, while others may keep you awake at night. One often-vexing task is hiring an experienced candidate for an upper-level position. This process is quite different from the recruitment of regular staff or recent graduates. After all, experienced candidates aren’t browsing job boards, wondering what else is out there.

Rather, they know what they’re doing, and they’re already making notable impacts.

What’s more, you often have a short window of time to catch these people when they’re looking to make a life change, so particular attention should be paid to specific elements before, during, and after the hiring.

Do Your Homework

Before starting a search, ask your management team these questions:

•       Can someone in-house step up? Internal candidates are often overlooked. Could you invest time in someone who’s lacking a couple of skills but is otherwise solid? What if you paired a very talented (but still green) employee with external mentors for a set period of time?

•       Am I certain about what this company needs in a new hire? Again, having clear expectations about what a new hire would do for your team will maximize your networking, HR, and headhunting efforts.

•       What experience is actually needed? Think very carefully about the skills you want in a new hire. Don’t simply fixate on the job title; address the underlying need you can’t fulfill with your current staff.

Once you’ve answered these questions and determined that you should seek a new hire, you have to attract quality applicants. Remember, time is of the essence, so use these five methods to find worthy candidates:

1.       Be crystal clear. Explicitly outline the person’s potential role, responsibilities, and career path. The more senior the role, the harder it is to land a top-flight candidate. Ensure that you have a refined job description and clear performance measures for the position.

2.       Tap into your network. Does everyone in your network know you’re actively seeking a star candidate, along with the role you’re hiring for? Have you touched base with your undergraduate or business school contacts? If not, do so immediately.

3.       Offer a solid incentive. Offer your external or internal networking contacts $10,000, staggered over two years, for an effective referral. This may sound like a lot of money, but if you were filling a $200,000 opening, for example, a headhunter’s 30 percent take would be $60,000. You’re really saving money. Many companies have internal referral programs, but teaching employees to network is an additional organizational benefit.

4.       Build a virtual bench. You spend time cultivating potential clients, but do you network with potential hires? Stay in touch with top talent, even if you don’t need anyone today or they’re happy with their current positions. They’ll inevitably become disenchanted with their jobs or want to stretch into something new, and if you’ve already made a connection, you can expedite the hiring process.

5.       Use headhunters wisely. Determine how important the role is for which you’re hiring. If it’s a definite need, pay up. An effective headhunter will truly understand your firm. If you’re a startup or high-growth company, find firms accustomed to working with your type of organization, and thoroughly research them before making an agreement.

Make the Decision

During the interview process, it’s critical to be purposeful in your assessment of a candidate. Actively test for the experience your team lacks by asking situational questions or reviewing case studies.

Experience, after all, is about making decisions. At its core, every job is a series of judgment calls and decisions. In higher-level positions, decisions move from black-and-white calls to more “gray” determinations, and there are often more of these to be made.

An experienced leader not only does research and seeks others’ opinions, but he also draws from years of past decisions. Having more data points to use when making tough judgment calls often leads to quicker decisions and the ability to make those of greater consequence, which will be valuable when such a situation arises.

Be especially attentive to his fit with your organizational culture — the more experienced the candidate, the higher the likelihood of a clash. Experienced leaders should get up to speed with the organizational philosophy in mind.

Lastly, ensure that the position is what the candidate really desires. An experienced leader will have actively considered his career aims. The last thing you want is for the ideal fit to grow tired of the role you’ve placed him in before he can make an impact.

Integrate the Hire

Once you’ve assessed the candidate and made a job offer, you’re tasked with setting expectations and establishing responsibilities. Here are some quick tips you should implement to properly integrate your new hire:

•       Ensure he has a clear roadmap for the position.
•       Clearly articulate his position in the company hierarchy and reporting lines.
•       Have the new hire create a timeline for reaching his goals, with clear check-in points to ensure he’s on track.
•       Provide thorough, advanced training to educate him about the firm.
•       Ensure the compensation structure is in line with goals you’ve mutually set.
•       Use contractual terms to retain freedom if needed (e.g., reclaiming equity, for-cause termination, etc.).

Bringing aboard an experienced colleague can provide focused support to meet specific company goals or offer general wisdom in continuing company growth. Carefully implementing these practices will reduce mistakes in the hiring process and better integrate your new hire to benefit both him and your company.