Too often, hiring becomes a rushed decision, but when you take the time to clearly define the role, set expectations, and engage candidates thoughtfully, you’re not just hiring an employee—you’re investing in the future of your business.
– Roger Knecht
Hiring the right people is crucial for any business looking to thrive, yet it’s a challenge many entrepreneurs face. Getting it right means more than just filling a position — it involves careful planning, clear communication, and a deliberate process to find candidates who not only have the right skills but also fit your company culture. In today’s fast-paced and competitive environment, understanding how to attract, evaluate, and select the best candidates can save time, reduce turnover, and set your business up for long-term success.
In this interview host Stacey Chillemi sits down with Roger Knecht, president of Universal Accounting Center and host of the Building the Premier Accounting Firm podcast. Roger shares his expertise in helping accounting professionals and business owners build successful firms by hiring intentionally and strategically. Together, they dive deep into the hiring process, offering practical, step-by-step advice on everything from crafting effective job descriptions to conducting interviews that truly reveal the best fit for your team. Whether you’re a business owner making your first hire or looking to refine your recruitment strategy, this conversation delivers valuable insights to help you hire with confidence.
What inspired you to focus on the hiring process in today’s discussion?
Hiring is one of the most critical decisions a business owner or manager can make, and yet it’s often one of the most rushed or overlooked. The people you bring into your business don’t just fill a role — they shape your culture, impact your clients, and influence the trajectory of your company. I wanted to dive into this topic today because too many businesses settle for the first available candidate instead of the right one. By slowing down, getting intentional, and implementing a strategic hiring process, business owners can reduce turnover, build stronger teams, and ultimately grow more profitable operations. The goal is to transform hiring from a reactive task into a deliberate strategy.
What are the first things a business owner should do before even starting the interview process?
Before you even post a job listing or begin reviewing resumes, it’s crucial to get your foundation in place. That means clearly defining the position — not just the title, but what success looks like in the role. What are the responsibilities? What key metrics will be used to evaluate performance? How will this person be trained? What systems or processes do they need to follow? And of course, what is the compensation package?
When you’ve taken the time to articulate all of this in a written job description, you’re not only giving applicants clarity — you’re giving yourself a better filter to evaluate candidates. Too often, businesses rush into interviews without doing this groundwork, and that leads to mismatches and miscommunication. Think of it as setting the stage so the right person can step into it with confidence.
Once a job is posted and resumes start coming in, what’s the next step in the screening process?
The next step is intentional screening. While resumes are helpful, they’re often too generic — a one-size-fits-all document sent out to dozens of employers. What I suggest is asking applicants for a cover letter in addition to the resume. This isn’t just a formality; it’s a strategic move.
The cover letter gives you insight into how well they understand your job posting, and it gives them an opportunity to directly explain why they’re a fit for your company. It also tells you who’s willing to go the extra mile — because if they’re not willing to take that first step, how will they show up once hired? And, quite frankly, it’s a good way to filter out people who are just blindly applying to everything out there.
When should you request the cover letter — with the initial application or afterward?
Ideally, you should request it upfront, but many candidates will skip that step even if you ask. So I recommend a second approach: once you’ve reviewed resumes and selected a few promising candidates, send a follow-up email. Let them know you’re interested and ask them to submit a cover letter explaining how their background aligns with your specific job description.
This serves two purposes. First, it tells you if they’re still available and interested. Second, it gives them a chance to show thoughtfulness and alignment with your company’s needs. It’s a simple but powerful way to take a list of maybes and identify who’s truly serious about the opportunity.
Why is the cover letter such a critical piece of the hiring puzzle?
The cover letter is where the magic happens — it bridges the gap between what someone has done and what you need. Resumes are static. Cover letters are dynamic. They let candidates explain in their own words why they’re a fit for your company, not just a match on paper.
And it’s not just about skills — it’s about communication, tone, and alignment. Are they passionate about your mission? Do they understand the role? Can they articulate how they’ll contribute? That’s where you begin to see not just competence, but commitment. And in my experience, the people who take the time to craft a thoughtful cover letter are usually the ones who show up with the same level of dedication once hired.
How many applicants should you realistically consider interviewing?
You don’t want to interview everyone who applies — your time is too valuable for that. Ideally, after screening and reviewing cover letters, narrow it down to three to five strong candidates. That gives you a manageable number to dig into without overwhelming yourself or your team.
If you’ve done the groundwork right — defined the role clearly, posted an accurate description, and requested thoughtful follow-ups — you’ll find that the right people naturally rise to the top. And when you focus on a smaller group, you’re able to give each candidate the attention and consideration they deserve.
What’s your advice for conducting a strong first interview?
The first interview is your chance to set the tone and gather insights. Start by talking about your company. Share what you do, your values, and what makes your workplace unique. Then, explain who you are in the organization and why you’re leading the interview — are you their potential manager, or part of the hiring committee?
Next, walk them through the position in detail. Go beyond what’s listed in the job description and help them understand what a typical day might look like. Then, invite them to tell you about themselves — not just their experience, but why they’re drawn to this role, what they value in a workplace, and where they see themselves growing.
The goal in that first meeting is to spark a genuine conversation. You’re not just checking boxes — you’re seeing if there’s chemistry, alignment, and potential.
Is it better to do that first interview virtually or in person?
Both options have their benefits. A virtual interview, especially for the first round, is convenient and time-efficient. It allows you to quickly connect with candidates, and for roles that are remote or hybrid, it’s a natural way to evaluate their professionalism in that setting.
That said, nothing replaces the value of an in-person interaction. When you meet someone face-to-face, you pick up on subtle cues — their posture, eye contact, how they interact with your team, even how they carry themselves while waiting in the lobby. These details reveal character, presence, and cultural fit. So if you can meet in person, especially by the second interview, I highly recommend it.
What are some key things to observe during the first in-person meeting?
Pay attention to the whole experience, not just the conversation. Watch how they arrive — are they on time? Are they respectful to your receptionist or other staff? These small interactions often reveal more about a candidate than the interview itself.
Also notice how they communicate — are they giving thoughtful answers or just one-word responses? Are they comfortable engaging with you? Do they ask insightful questions? These things matter. You’re not just hiring a skillset — you’re hiring a personality, a communicator, a teammate. And all of that becomes more visible in person.
How do you structure the first interview to make it meaningful?
I like to follow a four-part structure. First, I introduce the company and our values. Then I explain my role and how this position fits into the team. Third, I describe the job in detail, making sure to paint a clear picture of expectations. And finally, I open the floor to the candidate. I want to hear why they’re excited about the role, what strengths they bring, and how they see themselves contributing.
This structure keeps the conversation focused but personal. It gives you a clear framework while allowing room for connection. And it helps both sides walk away with a better understanding of whether the fit feels right.
What’s your recommendation for discussing salary in that first meeting?
That can be a tricky one, but clarity is key. I suggest giving a salary range during the first interview. That way, candidates can decide early on if the role aligns with their financial needs. If they’re outside the range, it saves everyone time and disappointment later.
However, I recommend saving detailed compensation conversations — like benefits, PTO, and bonuses — for the second interview, when you’re closer to making a decision. The first meeting is about exploring interest and alignment. The second is where you get into the logistics of what working together would look like.
How important is it to include other team members in the hiring process?
Very important. Even if you’re the primary decision-maker, bringing in other perspectives — especially from people the new hire would work with — can reveal different insights. Sometimes a team member will pick up on something you missed. Or they’ll confirm that a candidate would fit well with your culture.
You might do this in a second or third interview, or even over a lunch meeting. The point is to create opportunities for collaboration and discussion before making a final decision. That way, everyone feels invested in welcoming the new hire.
What should the second interview focus on?
The second interview is about depth. You’ve already covered the basics — now it’s time to dive into the details of the role. Walk them through your standard operating procedures, your performance metrics, your workflow systems. Show them what the day-to-day looks like.
If it’s a physical role, give them a tour. If it’s digital, show them how your software works or how the team communicates. You want them to see not just what the job is, but how it feels. And most importantly, give them a chance to ask questions. Their questions — or lack of them — will tell you a lot about their curiosity, their preparedness, and their investment in the opportunity.
Should every candidate go through multiple interviews?
Not necessarily. Some candidates might clearly stand out — for better or worse — in the first interview. But for those who are strong contenders, a second or even third interview is wise. This process gives you space to confirm your instincts, clarify expectations, and eliminate doubt.
It also sends a message to the candidate that you’re thoughtful, thorough, and serious about who you bring onto your team. That can elevate the quality of your hires and your reputation as an employer.
How do you wrap up the interview process professionally?
Always communicate next steps clearly. Let candidates know what to expect — when you’ll make a decision, how you’ll follow up, and what the timeline looks like. This removes uncertainty and shows respect for their time and energy.
If you decide not to move forward with someone, let them know. It doesn’t have to be a long explanation, but it should be polite and professional. Those small gestures go a long way in building goodwill and preserving your reputation.
Any final tips for making great hires?
Yes — remember that you’re not just hiring for today. You’re hiring for the long term. So look beyond the resume. Look for people who align with your values, communicate with integrity, and show a genuine desire to grow with your business. Skills can be taught. Character, curiosity, and coachability are harder to find — and they’re worth prioritizing.
And above all, be intentional. The more deliberate your process, the better your outcomes. Great teams aren’t built by accident — they’re built by design.
Thank you so much for your time and wisdom today. This was incredibly helpful.
The pleasure was mine. I always enjoy these conversations. Thank you for having me, and I hope it helps a lot of business owners out there build stronger, more successful teams.
