Successfully organized interviews are built based on interview scorecards. For example, interviewers may take notes on candidates’ responses to job-related questions and rate them using rating scales.
Often called score sheets for interviews, scorecards are helpful, but they aren’t ideal when they aren’t properly thought out.
Interviewers and interviewees used to informal interviews can find the structure scorecards provide unusually. However, they, in many cases, improve the effectiveness of interviews.
It’s possible to improve your interview hit rate and your organization’s return on human capital investment over time. This is done using a quantitative interview scorecard to measure job applicants’ skills and suitability and match interview-based forecasts with subsequent job results.
When we talk about interviewing, we all have unconscious prejudices that we are unaware of. Many believe and say that they saw a candidate’s potential early on when they are good. And when an applicant fails, it appears that the candidate was hired amid widespread skepticism.
In most cases, interviewers are usually more concerned about avoiding “false negatives” since recruiting anyone that doesn’t work out can be highly troublesome. It’s uncommon for an interviewer to learn about a “miss,” such as a candidate who was not recruited but had a promising career elsewhere.
An interview scorecard will provide a quantitative basis for comparing interviewers’ scores, allowing you to check your observations with your peers and discover where your ratings are out of the standard. You can also get quantitative data on your assassination accuracy by correlating your forecasts with candidates’ job results. These are a few steps to do it:
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The intention of the scorecard should be understood and reviewed by everyone involved in the hiring process.
A scorecard gives all interviewers a process to pursue, allowing various interviewers to extract similar information from candidates and compare their notes in a structured approach.
Invite all stakeholders to contribute to the scorecard’s production. The community is here to determine which hard and soft skills are mission-critical to the job and how they should be assessed. Furthermore, the stakeholders must establish standards for what the person can bring to the table regarding a successful track record.
Multiple stakeholders are in charge of assessing various aspects.
This is done by dividing your scorecard into two categories: soft and hard skills. The proportions should be roughly 60 percent hard and 40% soft.
First, the “difficult” things. These abilities are usually taught. Examples include paid media, math, coding, analytics, digital marketing, social media, and project management.
A rating is the best way to keep yourself organized. Talentfoot scorecards typically use a one-to-five-point scale, with a maximum point total of about 50. So try to keep the number of skills on your scorecard between six and ten.
The broader the category, the more senior the role. The more junior the position, the more you will concentrate on specific skills such as using a marketing automation tool or managing content.
Soft skills are more challenging to evaluate. These qualities show a candidate’s ability to communicate efficiently or interpersonal skills.
This is used for choosing the organization’s cultural fit as well as your leadership abilities.
Choosing who will ask these questions is integral to the interview process. Think who does in your company has the soft skills you respect.
In this step, using behavioral interview questions if the soft skill is leadership. For example, inquire about when the candidate had to make a tough decision when leading others.
A good question for this is, “How are you leading your team through this crisis?”.
Use questions like this that ask a candidate to provide evidence of their accomplishments.
When dealing with hundreds of applicants, you’ll need to keep yourself organized, stick to the plan and have a system to keep track of all.
Subscribe to an applicant monitoring system if you don’t already have one (ATS). You can either buy a professional device or make your own in Excel.
Anyone actively working with must be listed in the ATS and added to a particular stage in your pipeline.
Here you put each person’s name, title, employer, place, state, LinkedIn address, the status of your contact, and where they are in the interview process.
To keep track of where the applicants are in the recruiting process, color code them.
Most significantly, the scorecard rankings must be incorporated into the ATS. The results can be tabulated automatically by the device. All can see the scores when you post the ATS with the stakeholders.
Lastly, the interviewer should enter their scores into the ATS after each interview. Set up a debriefing conference for the managers. After each interview, suggest having a quick fifteen-minute get-together.
In the end, when you check the scores, you’ll see which candidates meet the minimum criteria and which applicants go above them. You now have a clear view of your candidates and a greater understanding of how they will perform. This will help you in the process of hiring and seeing someone’s hard-working value.
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Now that you know what to do, it’s time for the next step. Download our Applicant Interview Scorecard Template and create your own template! Our easy-to-use template will help you keep track of all the different interview questions so you can make sure each candidate is a great fit before making an offer. Best of luck with finding new talent today!
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