Form questions
Job interview feedback form questions for a hiring panel
Twenty questions covers a structured panel process and ten covers a single interview. Three can never be dropped: a score for each competency in the brief, the evidence behind at least one of those scores, and a single overall recommendation. A scorecard without evidence is an opinion with a number attached to it.
An interview scorecard exists to make panellists commit to a judgement before they hear anyone else. These questions score against the job brief, ask for the evidence behind every score, and end with one recommendation rather than a discussion.
The questions
The interview
Which candidate is this?Short textRequired
A shortlist reference number rather than a name, so the record can be compared and stored without spreading the name further.
Which panellist are you?DropdownRequired
Hiring manager, second interviewer, technical assessor, people team. Needed to compare independent scores.
When did the interview take place?DateRequired
Which stage was this?DropdownRequired
First interview, technical exercise, panel, final conversation.
How long did it run?Single choice
A short interview that produced a no hire is worth flagging as a process issue.
Scoring against the brief
Score the first competency in the job briefRating gridRequired
Row one of a grid whose columns are not evidenced, below the brief, meets the brief, above the brief.
Score the second competency in the job briefRating gridRequired
Row two. Use the brief wording verbatim so the score attaches to something written down.
Score the third competency in the job briefRating gridRequired
Row three.
Score the fourth competency in the job briefRating gridRequired
Row four. Four to six rows is the workable range; beyond that panellists start pattern filling.
Score the fifth competency in the job briefRating gridRequired
Row five.
Score the sixth competency in the job briefRating gridRequired
Row six.
What did the candidate actually say or do behind each score?Table
Columns for the competency, the evidence and the score. Four rows forces four specifics.
Which competency did the interview fail to cover?Single choice
Pairs with the not evidenced column and tells the next interviewer what to probe.
Your recommendation
What is your recommendation?Single choiceRequired
Strong hire, hire, not yet but would interview again for another role, no hire.
How confident are you in that recommendation?Single choice
Low confidence on a hire is a request for a second opinion, not a weakness.
What is your main concern, if any?Long text
Ask for it to be tied to a competency and to something that happened in the room.
What would this person need in their first three months?Long text
Only answered for a hire, and it is the beginning of the onboarding plan.
What should the next interviewer probe?Long text
The process
Did anything make it harder to assess this candidate fairly?Single choice
An unclear brief, an exercise that did not suit the role, time running short, technology failing.
Was the job brief clear enough to score against?Single choice
A scorecard that cannot be scored is a hiring defect, and the panel is the only group that ever sees it.
Which questions to make required
Six things are required. The candidate reference, the panellist and the stage are required because a scorecard that cannot be matched to an interview is worthless in a debrief and unusable in a later dispute. Every competency row is required because a partly scored grid cannot be compared between panellists. The overall recommendation is required because the whole instrument exists to force one. The evidence table stays optional so a panellist who ran out of time still files a score rather than nothing at all.
- Which candidate is this?
- Which panellist are you?
- When did the interview take place?
- Which stage was this?
- Score the first competency in the job brief
- Score the second competency in the job brief
- Score the third competency in the job brief
- Score the fourth competency in the job brief
- Score the fifth competency in the job brief
- Score the sixth competency in the job brief
- What is your recommendation?
The form built from these questions
A static copy of a form built from part of the bank, exactly as it renders.
How to change this for a different hiring process
A technical exercise or work sample. Replace the competency grid with the marking rubric for the exercise, scored the same way, and add a question about how much help the candidate was given, because assessors differ enormously on that and it silently changes every score. Keep the evidence table and ask for the specific output rather than an impression. A volume or seasonal hiring round. Twenty questions per candidate does not survive forty interviews a week. Cut it to a four row grid, a recommendation and one concern, and make the reference number a dropdown of that day shortlist so it can be filled on a phone between interviews. Consistency matters more than depth when the same two people interview everyone. A final panel for a senior role. Add a question about whether the candidate would change anything about how the organisation works, add a row for judgement under uncertainty, and ask each panellist to name the single risk of hiring this person. Senior hiring fails on risks nobody said out loud, and a scorecard filled in before the debrief is the only place they reliably get written down.
Questions people ask
Why use a reference number instead of the candidate name?
Because the scorecard is compared, stored and occasionally disclosed. A reference number keeps the record useful without spreading the name into every system it passes through, and it makes the debrief marginally less prone to the halo that a familiar name carries with it.
Should panellists score before the debrief?
Always, and the form should say so on the first screen. The value of a panel is independent judgement, and it evaporates the moment the most senior person in the room speaks first. Collecting scores beforehand also gives you a spread to discuss rather than an average to rubber stamp.
What does not evidenced mean?
That the interview never covered the competency at all. It protects the average from an invented middle score and produces a precise instruction for the next stage. A candidate with three not evidenced rows has not been assessed, whatever the overall recommendation says, and that is worth knowing before an offer.
How many competencies should a scorecard have?
Four to six. Below four you are not assessing the role, and beyond six panellists start pattern filling down a column. If the brief lists ten, the brief is a wish list rather than a specification, and the first useful outcome of the scorecard is finding that out.
Should candidates see their scorecard?
Not the raw form. Write the feedback separately from the concerns section and the evidence table, because a scorecard is written for a debrief and reads harshly out of context. What a candidate deserves is two specific things that went well and one that did not, in plain language.
What if two panellists disagree sharply?
Open the debrief with the widest gap rather than the average. A two point difference on the same competency usually means the two interviewers asked different questions or heard the same answer differently, and finding out which is more valuable than settling on a number somewhere in between.
Should the form ask about culture fit?
Not in those words. Culture fit is where unexamined preference enters a scorecard, and it cannot be evidenced. Replace it with the specific behaviours the role needs, such as working with a team you disagree with, and score those against the brief like everything else.
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