I build an interview scorecard before interviews begin so each candidate is evaluated against the same job-related criteria. The scorecard does not replace judgment; it makes judgment more visible and consistent.
I derive criteria from the work
I identify the outcomes and capabilities required for the role, such as analytical reasoning, client communication, technical accuracy, or project ownership. I avoid vague categories such as “culture fit.”
I define what evidence looks like
For each criterion, I describe weak, acceptable, and strong evidence. A score of four should mean more than “I liked the answer.”
I assign questions deliberately
I map structured questions and work samples to each criterion. Different interviewers may own different areas, but candidates receive comparable opportunities to demonstrate them.
I use a manageable scale
A four- or five-point scale is enough when anchors are clear. I include a space for observed evidence and concerns. Scores without notes are difficult to review.
I score before group discussion
Interviewers complete independent evaluations promptly. This reduces the chance that the first or most senior speaker shapes everyone else’s memory.
I distinguish minimum standards from tradeoffs
Some criteria may be essential and cannot be averaged away. Others allow balance. I establish this before seeing candidates rather than changing standards to favor a preferred person.
My scorecard remains short enough to use and specific enough to challenge unsupported impressions. When hiring decisions are reviewed later, the team can see which evidence actually drove them.