Run interviews with the same standard for every candidate

Decide what you are hiring for

The U.S. Office of Personnel Management describes structured interviews as using standardized questions and evaluation criteria. In practice, that means interviewers know what they are supposed to assess and candidates are measured against the job instead of a vague ideal.

Choose the skills and responsibilities that matter most. For each one, write what a weak, acceptable, and strong answer would contain. Avoid labels such as “executive presence” unless the team can name the job-related behavior it means.

Ask about the work

Use the same core questions for everyone interviewing for the role. Decide which clarifying follow-ups interviewers may use. A follow-up can help someone explain an answer. It should not create a different test for each person.

• Behavioral questions ask for a past example: “Tell me about a time…”
• Situational questions present a realistic problem: “What would you do if…”
• Work samples ask the candidate to complete a small, relevant task.

Explain the process before it starts

1. Name the stagesExplain who the candidate will meet, what each conversation covers, and anything they need to prepare.
2. Keep assignments smallUse the shortest work sample that answers a specific hiring question. Avoid asking candidates to produce unpaid work the business plans to use.
3. Provide an accommodation pathGive candidates a clear contact and process for requesting a reasonable accommodation.
4. Give honest timingTell candidates when they should expect an update and communicate when the process changes or ends.

Score before the debrief

Ask interviewers to write down the examples they heard and assign a rating before the group meets. During the debrief, return to the answer and rating guide when people disagree.

Missing information is not the same as a bad answer. If the process allows follow-up, decide whether the team needs one more question instead of filling the gap with an assumption.

Remove interviews that do not change the decision

Every stage should answer a hiring question that another stage does not. If two interviews cover the same ground, combine them or remove one. More meetings do not automatically produce a better decision.

Review where the process breaks

Review the process after the role closes. Do not wait until the next opening to remember which stage caused confusion or delay.

• Where candidates wait and where they withdraw
• Whether interviewers rate similar answers differently
• Which questions fail to produce useful information
• Whether the process creates barriers unrelated to the job
• Whether the skills assessed connect to the work new hires actually do