An interview scorecard helps a panel record comparable evidence against the requirements of a role. It should guide a reasoned discussion, not produce an automatic hiring decision from an unexplained total.
The DEWR interviewing resource recommends structured questions and descriptive scoring anchors. The example here is an original administrative tool. It is not a validated psychological test or a BOJ automated screening feature.
Set the criteria before meeting candidates
Use the approved job description to choose a manageable set of important capabilities. For an operations-support role, those could be accuracy, communication and prioritisation. Define what acceptable evidence would look like for this role, at its actual level of responsibility.
Agree comparable core questions and permitted follow-ups. A candidate may need clarification, an accessible format or another appropriate adjustment; consistency does not mean refusing adjustments. JobAccess provides guidance on accessible recruitment assessment.
Separate mandatory checks from scored interview capabilities. An unverified licence needs verification where required, not an invented low personality score. A confident speaking style is not evidence of accurate work.
A blank interview scorecard
| Criterion | Core question | Evidence heard | Rating and reason | Clarification or check |
|---|---|---|---|---|
| Accuracy | Describe a time you found and checked an error. | Record specific actions, not impressions. | Leave blank until evidence is assessed. | Note any missing detail. |
| Communication | Describe how you explained an unfamiliar process. | Record audience, approach and outcome. | Leave blank until evidence is assessed. | Note any relevant follow-up. |
| Prioritisation | Describe how you handled competing deadlines. | Record decisions, limits and communication. | Leave blank until evidence is assessed. | Note any unresolved assumption. |
Record candidate and panel details in your secure recruitment system rather than on a publicly shared example. The table is a blank model to adapt, not a requirement to use these exact questions for every occupation.
Define simple anchors the panel understands
An illustrative three-level scale could be: Limited evidence, where the answer does not establish the capability; Sufficient evidence, where a relevant example explains actions and outcome; and Strong evidence, where the example also shows sound judgement about complexity or limits.
Those labels are not universal hiring standards. The panel must agree the meaning before use and apply it to the actual requirements. Record “not enough evidence” where necessary rather than assuming the person lacks a skill because the question was unclear.
A fictional scoring discussion
A fictional candidate describes finding conflicting booking records. They checked the source, confirmed the correction with a supervisor and updated the handover. One interviewer initially writes “strong communicator” because the answer sounded polished.
On review, the panel replaces that impression with the actual evidence: the candidate identified a discrepancy, sought approval and communicated the correction. It records sufficient accuracy evidence and notes that the answer did not establish independent authority to change bookings. That distinction keeps the assessment tied to the role rather than presentation style.
Review individually, then compare reasons
Give interviewers time to record their own evidence before discussing a candidate. Compare the reasons for different assessments. Do not simply average scores if the panel interpreted a criterion differently or one person recorded evidence the others missed.
Keep unrelated personal characteristics and speculation out of notes. Decide who may access the records, where they are stored and how long they are retained under the organisation’s applicable obligations. Seek advice if the panel identifies a legal or privacy question.
Application screening happens earlier and uses the submitted documents. Interview scorecards concern what was demonstrated in the interview. Read the candidate interview guide for the applicant perspective, or employer information for BOJ’s current employer pathway.
