A manager I know was recently interviewing candidates for an open position on his team. He had started out with a pool of about a dozen prospects and quickly narrowed it down to his top three choices. After multiple rounds of interviews, reference checking and testing, it had become apparent that one individual was far more qualified for the job than the other two. Not only did Candidate A have the high level skills and experience the manager was looking for, this person also had a strong track record of success in very similar positions. And while the other two prospects definitely had a lot to offer, Candidate A was clearly the best fit for the job.

But, here’s the problem: The manager just didn’t like Candidate A.

Why? For starters, Candidate A just wasn’t very pleasant to be around. His personality was abrasive. He came across as arrogant and condescending. He interrupted others frequently and made it clear his favorite topic of conversation was himself. His manners were lacking and he just seemed to rub the other people he interviewed with in the company the wrong way.

The dilemma here is one that plenty of hiring managers have faced. Does it really matter whether or not you like someone if he or she can deliver the results you want? As a manager, shouldn’t you be able to get past your personal feelings for employees and just focus on their job performance?

Or as the manager asked me, “Do you think that over time I can get used to working with him and maybe the things I don’t like about him won’t bother me as much?”

Having seen managers dealing with this very situation on numerous occasions, I offer the following points to consider:

• I don’t think that over time the things you dislike about a person become more palatable. In fact, in my experience they usually become even more annoying when you’re exposed to them day in and day out.
• I do think it matters whether you like someone you hire. Good managers genuinely care about their employees and invest a lot of time and energy helping them be successful in their jobs. Who wants to go to that much trouble for someone they don’t like?
• Degree of dislike matters. Finding someone slightly annoying on a couple of minor points is one thing; cringing inwardly when someone approaches you because you dread interacting with him or her is another.
• It’s not just about you. Maybe you could put up with the unlikeable individual. But remember that others on your team as well as employees in other departments will have to work side-by-side with the new hire, too. Beware of hiring someone whose behavior you may find yourself apologizing for on a regular basis.
• It’s not either/or. It’s entirely possible to find a top-notch performer that you actually enjoy having around. You may have to look a little harder to find these people, but they’re out there.

Even with these guidelines, most managers ultimately have to trust their instincts and make a decision based on their current situation and needs. What it comes down to, though, is a simple question you have to ask yourself: “Is spending my days with this person going to make my time spent at work more or less enjoyable?” If the answer is “less,” I think that’s a red flag you’d be wise to heed.

Janna Mansker is vice president of client services for Berke, a human resources consulting firm, where she leads the company’s education initiatives and advocates for clients. She can be reached at janna@berkegroup.com.