| If your attention is distracted by menial and | | | | requirements. Consider the skill set, the expected |
| unavoidable chores, and if this is affecting your | | | | remuneration and other such factors to select the |
| focus, then it is time to get a personal assistant. | | | | best candidate.g. Once you feel you have found |
| Once you decide to hire help, though, how exactly | | | | the best candidate, negotiate all other matters to |
| should you go about the task? | | | | finalize the appointment. If you wish, conduct a |
| Here is how you should proceed:a. Create a job | | | | short test to determine the proficiency of the |
| profile for the helper. The phrase 'personal | | | | candidate in computer programs.h. Finalize the |
| assistant' is too vague and encompasses all | | | | appointment and inform the successful candidate |
| possible interpretations. | | | | to report to work. Convey your regrets to those |
| A person will apply for a job only if he or she | | | | who did not succeed.i. Treat the first three |
| understands what the job is all about. The job | | | | months as the trial period. Use the three months |
| profile will help remove all doubts as it clearly lays | | | | to verify whether you have made the right |
| down the duties and responsibilities involved.b. Post | | | | choice or not. |
| your ad in newspapers, on the company website, | | | | Follow the steps and you should quickly find the |
| on job sites. Place an announcement for the | | | | person you are looking for. The above procedure |
| position up on the company bulletin board and in | | | | can be best described as a guideline. You may be |
| your newsletter and / or ezine if you want to | | | | required to make changes to the procedure |
| give insiders a chance before searching outside | | | | depending upon the signature on the ground. |
| the company. Invite resumes and have them | | | | If you come to realize that the person appointed |
| delivered to your workplace email.c. Prepare a list | | | | as your personal assistant is not the right person |
| of eligible candidates. Sort through the applications, | | | | for the job, do not make the mistake of firing |
| reject the unsuitable candidates and prepare of a | | | | the person and beginning the search all over again. |
| shortlist of candidates to be invited for an | | | | Rather, begin the search and find a replacement |
| interview.d. Do not focus on experience alone. | | | | before firing your personal assistant, if possible. |
| Fresh graduates or college students can be | | | | Hint: never throw away information on all |
| trained a lot faster, as they do not have any past | | | | applicants who were found suitable for the job |
| experiences to confuse them.e. Inform the | | | | until after a suitable amount of time has passed. |
| candidates about their selection for the interview. | | | | This can help you locate a replacement in a short |
| Inform them about the date, time and venue of | | | | period of time. |
| the interview. Then conduct an initial screening to | | | | Do keep in mind that the job of a personal |
| weed out the unsuitable persons. | | | | assistant is not as easy as it sounds. Nine times |
| Finally prepare a short list of five to ten suitable | | | | out of ten, you may have to patiently wait for |
| candidates. Personally conduct the interview of | | | | the person to learn the ropes. A patient approach |
| the short listed persons.f. Interview the candidates | | | | will help your personal assistant overcome the |
| and determine whether any one satisfies your | | | | initial jitters and settle down on the job. |