Design and run one complete interview process, start to finish, and produce scorecards someone else could check.
What to do
- Take the scorecard from Module 2 and the shortlist from Module 5.
- Design the process: which skills get checked at which stage, by whom, and how long each stage takes.
- Build the questions — two questions and three follow-ups for each skill you test at interview.
- Write what each score means for each skill, if you have not already.
- Run one interview. A colleague playing the part of one of the practice candidates works fine.
- Fill in the scorecard from the evidence, using the method in Lesson 5.
- Hold a discussion — even with one other person — using the structure from Lesson 6.
What to hand in
The process design, the questions with follow-ups, one completed scorecard with a quote for each skill, and a short note on which skill was hardest to find evidence for.
How to know you have done it right
| Check | Good looks like |
|---|---|
| Everything is covered | Every skill on the scorecard gets checked somewhere |
| Nothing is doubled up | No skill checked at three stages while another has none |
| Questions trace back | Every question matches a skill |
| Evidence | Every score quotes something the candidate said |
| Honest gaps | "No evidence" written where nothing came up — not a middle score |
| Score descriptions used | You can say why a 3 and not a 2, pointing at what you wrote |
Check yourself before Module 8
- Which skill was hardest to find evidence for? That usually means it belongs at a different stage — or cannot be judged in an interview at all.
- Did any follow-up question change your view of an answer? If none did, your follow-ups are too gentle.
- Could a second interviewer, given your questions and score descriptions, arrive at similar scores?
- Did you write anything down that describes the interview rather than the job? Those are the lines to cut.
How long to spend
Ninety minutes including the interview. The process design and the score descriptions are reusable for every future hire into this kind of job, which is where the return on this exercise actually sits.