What to include on an interview evaluation form
There are some standard items to include on an interview evaluation
form, such as the candidate's name, who is interviewing them, and
the date. The rest of the items vary and should be customized
What your organization values in candidates: Such as
education, work experience, or communication skills.
The role the form is being created for: An interview evaluation
form for a development role will likely be different than an
administrative one. The development role may also require multiple
interviews — and thus multiple evaluation forms — instead of just
Who is interviewing each candidate: Your team may have different
evaluation criteria depending on if a hiring manager, a member of
the leadership team, or the CEO is conducting the interview.
Here is an in-depth look at what you may want to add to your own
interview evaluation template:
Basic candidate information
Collecting basic candidate information on this form will ensure your
records are accurate and that anyone involved in the interview
process has everything they need to enter their feedback into your
The basic information you should collect:
- Candidate name
- Date of the interview
- Role they're applying for
- Interviewer name
- Other applicable information: For example, whether this is the
second or third interview, what pre-interview tests were conducted,
Candidate evaluation criteria
The candidate evaluation criteria, the main section of an interview
evaluation form, helps interviewers evaluate a candidate's overall
qualifications as well as their strengths and weaknesses. When your
HR team needs to decide whether or not to move ahead with a specific
candidate, the decision should be based on this formal evaluation —
not memory, quickly jotted notes, or other potentially unreliable
sources of feedback. This form should also help HR or leadership see
at a glance how suitable candidates are for a role.
A set rating system will typically be provided to evaluate
candidates. This may be done with a grading system or scale — for
example, a numerical rating system using a scale of 1 to 5.
As mentioned above, you should consider creating a grading
rubric alongside your rating system to help assess candidates
fairly and consistently across multiple interviewers. The rubric
should define each measurement on your rating system so that
interviewers have a clear understanding of how a candidate should be
For example, your rubric might define a rating of 1 as “does not
show this skill,” while a 5 may be “candidate is extremely
proficient at this skill and was able to demonstrate it at least
twice over the course of the interview.” You can download
a sample grading rubric here to see an example.
When you build the evaluation criteria portion of your form, it
Candidate's relevant experience
Candidate's relevant educational background (if any): Not all
organizations value formal education. You may care more about a
candidate’s on-the-job training more than their GPA.
General skills: This usually includes interpersonal skills
valued by all organizations, like teamwork, adaptability, and clear
Strengths of specific skills valued by your organization: What
skills does your specific organization value that others may not?
This may be time management, strong writing, volunteer experience,
etc. One example: At Google, we prioritize a specific kind of
leadership called “emergent leadership,” which is a form of
leadership that involves leading when the employee’s strengths are
necessary and stepping back when they are not.
Strengths of role-specific skills: These are skills relevant to
the specific job the candidate is being considered for. These may be
team management skills, technical skills like knowledge of
programming languages, or public speaking experience.
Match to company values or culture fit: For example, at Google, we
evaluate candidates for a trait called “Googleyness.” Hiring
managers want to make sure the candidate could thrive here, so they
look for signs of comfort with ambiguity, bias to action, and a
It’s important to keep in mind that these evaluations should be
customized to match what your organization values in its candidates.
For example, if your organization is a non-profit, you will likely
want to prioritize candidates who show they care more about impact
than money. If you are hiring for a sales role, you should change
your evaluation criteria to give more weight to candidates who are
mindful of details, like potential client budgets and expenses.
Overall impressions and recommendations
In this third portion of your candidate evaluation form, the hiring
manager should add their overall impressions of the candidate and
their suitability for the role. Leave enough space in this area for
final comments and an overall rating, taking into consideration both
the interviewer and the candidate. For example, a CEO may have more
to say about a candidate than a member of HR, and a candidate in the
third round may require more critical feedback than one in the
Finally, end this portion of the form with three options the
interviewer can choose from:
Hire: The candidate is suitable for the role and an offer
should be extended immediately.
Hold: The candidate may be suitable for the role, but another
interview or assessment (a presentation, exam, sample work, etc.)
will be needed to determine their suitability.
Do not proceed: The candidate is not suitable for this role
but may be a good fit for another.
While the option chosen won't always determine the final hiring
decision, the recommendation allows HR to understand each
interviewer's feelings at a glance — and potentially informs
recruiters what kind of
email they should send to their candidate.