An interview scorecard is a structured evaluation form used to rate candidates consistently across a defined set of criteria. It replaces subjective impressions ("I liked them") with evidence-based assessments ("they demonstrated X by doing Y in situation Z"). Research on personnel selection finds structured interviews predict job performance better than unstructured ones and leave less room for unconscious bias.
A structured interview uses the same predetermined questions for every candidate, evaluated against the same criteria on a consistent scale. An unstructured interview is a free-form conversation. Research consistently shows that structured interviews are significantly more predictive of job performance than unstructured ones. The reason: unstructured interviews are heavily influenced by first impressions, similarity bias (we prefer candidates who remind us of ourselves), and conversational chemistry that is irrelevant to the job.
Four to seven criteria is ideal. Fewer than four and the evaluation is too coarse; more than seven and interviewers struggle to give meaningful attention to each. Each criterion should map to a specific aspect of the job that is genuinely important and observable in an interview. "Culture fit" is not a useful criterion because it is undefined and subject to bias. "Ability to work collaboratively in ambiguous situations" is a useful criterion because it can be tested with specific behavioral questions.
Use a calibration session before interviewing begins: have all interviewers agree on what a 1, 3, and 5 looks like for each criterion, with concrete examples. After interviews, run a structured debrief where each interviewer shares their rating and evidence before hearing others' views (this prevents anchoring on the first opinion). Focus the debrief on evidence, not impressions. When interviewers disagree significantly on a rating, that disagreement is useful: it often surfaces that they interpreted the criterion differently or asked different questions.
Yes. Transparency is fair and actually improves interviews: candidates who know the evaluation criteria can prepare more relevant examples, which produces better signal for the interviewer. Many organizations share the core competencies being evaluated at the start of the interview. This is good practice: it reduces candidate anxiety, produces more focused answers, and signals that the company runs a professional process.
Keep them for as long as local employment and data protection law requires, and delete them once that period ends. In the United States, federal rules require employers to keep application and hiring records for one year from the date the record was made or the hiring decision was taken, whichever is later. If a discrimination charge is filed, every relevant record must be kept until the matter is finally resolved. In the European Union and many other places, data protection law asks you to set a retention period, tell candidates what it is and keep to it. Write every note as if the candidate may read it, since in many countries they can request a copy. Source: U.S. Equal Employment Opportunity Commission, 29 CFR 1602.14 Preservation of Records Made or Kept (2026 edition).