One of the hardest lessons for managers to learn is that there is no point giving the job to someone who isn’t right for it. It there are no suitable candidates, don’t appoint anyone. Take another look at how you advertised the job, and then go through the process again, perhaps advertising elsewhere to try to attract a different kind of applicant. You should also consider whether you are asking the impossible. If you want a PR assistant, and you’re looking for applicants with several years experience and an ambitious, high-flying attitude to their career , you’re unlikely to find one. These people, after several year’s experience, are probably all PR managers at least by now. They don’t want to work as an assistant, and you’re unlikely to find anyone who fits your profile unless you adapt it to be more realistic. So be prepared to review your requirements to make sure you are not looking for someone who doesn’t exist.

Many managers feel they have to point someone because the next issue of the newsletter has got to be appoint someone because the next issue of the newsletter has got to be organized and they can’t wait while they go through the whole recruitment process all over again. But think about it. If you appoint someone unduitable, the job will not be done as effectively for the whole time that person remains in the job, and you are likely to have an unhappy employee. All this reflects badly on you and sooner or later you will have to go through the process again anyway, people rarely stay long in a job they are unsuited to.