For startups, success is just another way to say “new challenges.” The biggest of those challenges: hiring the right people.

Very few things can do as much damage to your fledgling operation as hiring the wrong employee. If your company hasn’t been around long enough to have best hiring practices, here are some hard-learned startup hiring tips to help you.

1 – Don’t snap hire

About 15 years back, when my startup was getting its legs under it, one of my employees tried to dry chemical-soaked rags in a gas commercial dryer and blew up a laundromat. Oh, we told him to hand-dry the rags, that they had to be kept far from open flame, even flames as small as the pilot light of gas dryer. But he didn’t listen, and… BOOM!

That employee was a snap hire during a time when I needed a guy to take some work off my plate. The following medical bills, lawsuit threats, and, of course, the extra crispy laundromat I had to pay for, didn’t resolve anywhere near as quickly. The lesson here is, stoking your small business fire is good. Spraying gas and money around wantonly at the first sign of success, however, can send your operation up in smoke.

2 – Understand what a potential hire wants

Some people think they are too good for a certain job, and that sentiment can be just as destructive, if not more so, than a person who lacks an education but follows instructions well. It’s your responsibility to spot the difference in each potential startup hire. Even an immensely intelligent employee can become a liability if you don’t match them with engaging work.

More and more employees want to do what they are passionate about. When I was young and getting into the workforce, it was good enough simply to have a secure paycheck. Now people want to find fulfillment and purpose in their work. After you hire, can you keep an employee’s interest, or will it only be a matter of months before you’re looking to fill that position again? Remember, it’s not just laundromats that get burned out.

3 – Choose the right amount of scrutiny

Try and match your job opening with the appropriate level of hiring scrutiny. If you’re a young, no-name startup looking for top talent, you won’t be able to demand applicants to endure the kind of vetting that Google can demand. Also, if you’re looking to fill an entry level role, accepting MENSA members only is counterproductive.

Before you post a job opening, ask yourself, would you go through a gauntlet of checks, tests, and double checks to do this job? Applying for jobs can be a job in and of itself. You want great applicants, but you also don’t want zero applicants. Casting the right size net helps you weed out laundromat demolitionists, but also ensures you get enough qualified applicants to make an informed hire for your startup.

4 – Inspect what you expect

If you’re hiring for a technical field, make sure you have testing in place to ensure the skills you need are apparent. Resumes can deceive. Worse, you can deceive yourself. You might like a resume more than you should if you really need the skills and talents listed on it. My company, Patriot Software, does payroll and accounting in the cloud. We (like every other software company these days), can’t get enough good developers. But hiring a developer that writes sloppy or broken code can set the whole team back weeks. If you’re hiring for a position wherein testing makes good sense, use it. Better yet, let the department the potential employee will be working in develop a test that reflects the nature of work they do. After all, the only thing that’s better than a test based on best practices is a test based on your practices.

5 – Know how to interview

During my first hiring experiences, I was exceedingly nice to my candidates. I wanted them to like me and my company and want to work with me. I’m a nice enough guy, but I’m also a CEO with a business to run. I can be blunt. I often tell people to keep responses short and present their information on my terms. Whether it’s an intrinsic part of my personality or just a byproduct of starting so many businesses on shoestring budgets, I’m not always the sweetheart that candidates met in their interviews.

After working with me for a few months, my startup hires began to notice my personality difference. I saw talent turnover not for more money or more responsibility–I compensated well and empowered my employees–but because they didn’t like the fit. The feedback from employees did two things: It made me more mindful of myself during the day-to-day, and challenged me to show more of my real world personality in interviews. When I began giving off the same vibe in my interviews as well as an accurate assessment of what the job entails, more high-quality candidates survived the onboarding experience and stuck.

6 – Interview multiple times

Perfectly normal. You may have done multiple interviews yourself before landing a job. It might be stressful as an applicant, but it’s an important way for a business owner to get a feel for an applicant, and they for you.

Bring in new participants and get second opinions. Ask the same questions, just in different ways. The more conversations you have with an applicant the more opportunities you have for them to tell you who they really are. There are more applicant coaching tools and how-to’s out there than I care to count, so additional interviews that break down polished and scripted “best version of me” answers can be tremendously helpful.

7 – You get what you pay for

Yes, the old adage is true: You really do get what you pay for (especially if you test and interview well). The Society for Human Resource Management (SHRM) says a bad hire can cost a business as much as five times their annual wages due to their lack of productivity and time lost to training. Therefore, how much value does the right hire bring?

Not many startups have the time required to onboard young, inexperienced talent for mission-critical business functions. Whatever money you’ll save in salary, you’ll lose by pulling one of your older employees off task to help the new employee. As you grow and develop best practices and procedures, onboarding will become easier. Until then, don’t let sticker shock scare you away from hiring an impact player, so long as they’re the right cultural fit.

8 – Know when to fire.

Short answer: quickly. Who you hire into your startup is often the most impactful decision you make. Your employees’ intellectual capital will help shape your company’s future in terms of direction, thought leadership, and cultural composition.

I understand that firing is never easy, and if you really care about people it never will be. Believe it or not, I hired and fired my first employee at Patriot Software Inc., on the same day! She took it so badly she locked herself in a bathroom and wailed inconsolably for over an hour until her family could come get her! Suffice to say, it was a hard day for all.

Firing is a part of building the best company possible. If you find you have to do it, take solace in knowing that your core values are only as good as the people who represent them, and you are the protector of those values.