Mattson Davis still remembers scrambling not so long ago to hire people for Kona Brewing Co.’s microbrewery and pubs. So he was overjoyed to get 150 applications for a human resources director position this spring.

He was so grateful that he sent thank you cards to the 144 applicants who didn’t make it past the crucial first cut for an interview.

Davis, president and CEO of Hawaii’s largest brewery, agrees with most managers who say employees are a company’s best asset and greatest investment.

And since employee turnover is said to cost employers as much as one-third the worker’s salary, they recognize the importance of hiring right the first time, especially in the deepening recession that has changed the game.

Two summers ago, companies struggled to find enough qualified workers and were willing to hire just about anyone who applied for the many jobs they had available.

Now employers have the pick of the bunch in a large and expanding pool of candidates.

Human resources executives told PBN that hiring right depends on recognizing and perfecting the basics, which includes clearly describing the job requirements, screening the application and crafting a meaningful in-person interview.

While these so-called best hiring practices aren’t new, more managers say they’re less afraid to employ all of them as the applications stack up on their desks.

Davis spent approximately $25,000 to recruit his HR manager in a process that included intense screening and working with an employment consultant to lay out job expectations.

“The bottom line is it’s a buyer’s market,” he said. “I can’t express more the importance of human capital and the measures go back to really understanding and getting clear what this person is going to deliver, what you expect from them and what you’re going to reward them with.”

And regardless of the varying avenues in which candidates can apply, it usually comes down to filling out a job application. Once seen by some as a paperwork formality, employers are now scrutinizing not only the information on the application but even the care with which it’s been completed.

“You can sometimes get a feel for the personality, work style and tone of an applicant by the way they’ve completed the application,” said Ruthann Yamanaka, senior vice president of human resources & planning for Outrigger Enterprises Group.

For example, sloppy or incomplete applications get tossed. Those that reveal gaps in work experience, constant job hopping, missing or vague information or no references can also end in the trash.

“You can’t be too careful in this job market,” said Mark Dawson, president and CEO of JobsFreeForAll.com, an online job search site and subsidiary of Hawaii staffing firm ALTRES. “The number of candidates whose resumes have stretched reality and the likelihood of exaggeration has increased substantially as the economy worsens. Trust what you hear, but verify.”

Most employers rely almost entirely on the interview to judge if a candidate’s the right fit. But this is often where employers get trapped by asking uninspired questions or end up talking too much and finding out too little about the candidate.

Malcolm Inamine, human resources manager for Aloha Pacific Federal Credit Union, said he always calls every listed reference and puts candidates through at least two interviews that include role playing in simulated situations such as dealing with angry customers or troublesome coworkers.

It forces candidates to think and talk their way around a customer service or workplace issue on the spot -- a sign of great critical thinking or problem-solving skills.

So, what makes a hiring process successful?

“By getting management buy-in when qualifying the candidate pool,” Inamine said. “We are the first filter for the candidate and if you don’t get by us, you don’t get to the manager.”

And with the recession crimping budgets, human resources executives say being smart about where you post your jobs and investing in the screening process is more important than ever.

“Instead of spending something like $350 a month on a single job posting, spend a portion of that qualifying your top applicants with skills and capabilities tests,” said Dawson, whose company offers free job posting and searches. “There are 22 steps to a good hiring decision and many employers, unfortunately, will do just up to step four, a gut check and pick whoever they thought was right.”

Tips for recruiting

• Have a written description of the job, no matter how basic
• Pick the right place to advertise - CFOs don’t look for jobs on Craigslist
• Specify how you want to receive applications: Mail? In person? E-mail? Include a deadline.
• Make every candidate fill out an application. Toss those that are incomplete, sloppy or don’t include references from previous jobs
• Closely review cover letters and resumes for errors, tangled syntax, inflated credentials
• Make the interview meaningful -- don’t just “wing it” and talk story. Have questions written in advance.
• Don’t skimp on reference checks. Call not only the references listed, but ask around to other people in the business. Do a Google search and pay for a credit check if the person is handling money
• When you’ve made your hire, notify the other finalists with a call or a note. There’s nothing worse than to be left hanging.