Candidate evaluation tips and guidelines
Last updated: February 11, 2026
Interviewers should complete a candidate evaluation form to assess and score the candidate’s overall qualifications for the position to which they have applied. Use these tips and guidelines when using a candidate evaluation form as a tool and resource for best practices, not a requirement. Candidate evaluation form template examples are provided for your convenience; please feel free to adapt based on the unique interests and dynamics of your team and search.
Tips and guidelines
- Criteria should be based on the Candidate Decision Matrix Example (MS Word), developed by hiring team and search committee.
- Questions Matter: Interview (phone and in-person) questions should directly correlate to specific criteria and competencies being rated on the form.
- All members on search committee should help define and confirm expectations and components of a “quality answer” prior to starting the candidate evaluation process.
- Hold each member accountable to be consistent in rating. Discuss with the committee what defines each rating, e.g., what is the difference between a 2 and 3.
- Discuss multiple ways candidates can meet or demonstrate the criteria prior to screening, but be consistent and equitable.
- Include brief descriptors or indicators for each criteria being evaluated (can pull directly from candidate evaluation form).
- Check-In. Briefly review criteria and expectations prior to all interviews to ensure consistency.
- Identify top competencies and high priority requirements (not all criteria will be weighted the same).
- Prior to rating, create three groups in which to rank candidates. Consider using minimally qualified, qualified, or highly qualified.
- Consider using a group range vs. individual ranking system when grouping candidates, e.g., all candidates with scores totaling 15 to 20 will be considered top-tier or highly qualified.
- Don’t hold candidates to individual “scores.” Use ratings to help assess each candidate’s qualification to the criteria and scores to help group candidates into minimally qualified, qualified, or highly qualified.
- Assume you may have bias, and check for bias. Ask yourself and the selection committee:
- In what ways may we have already excluded or endorsed this candidate? Why?
- Is it possible that our assumptions or biases could be affecting our rating?
- Do we have the information we need to make this conclusion?
- Are there attributes about this person that may positively or negatively influence my overall impression?
- Allow time to discuss rating and debrief immediately following the interview. Discuss any differences in ratings and be sure to consider all perspectives.
- Discuss strengths first. Discuss strengths and any potential skills gaps and challenges for each candidate. Reference the predetermined criteria when discussing ratings and candidates.
- Ratings should be used for consistency and documentation purposes only. Candidates should be selected based on a totality of factors, not solely the total score.
- Select the candidate that is most qualified for the role. Selection committees may consider the most qualified candidate to be the one who is able to demonstrate they meet or exceed the criteria for the role and who may also bring a different perspective or needed expertise to the position and department.