The scorecard has to exist before the interview. Otherwise the interview becomes theater with notes.
When interviewers meet a candidate before agreeing on the evidence target, they each bring their own private model of the role. One person tests domain depth. Another tests executive polish. Another tests whether they would enjoy working with the candidate. The debrief then becomes a negotiation between hidden scorecards.
A useful scorecard is blunt. What must this person do in the first 6 to 12 months? What situations will they face? What judgment calls will matter? What evidence would make us confident? What tradeoffs are acceptable? What weaknesses can we support, and which ones will break the role?
The scorecard also protects candidates. It reduces random interviews, personality drift, and late-stage surprise objections. People deserve to be evaluated against the actual job, not a shifting committee mood.
Operator artifact: build a one-page scorecard with five sections: outcomes, situations, required evidence, disqualifying risks, and interviewer ownership.
Field test: before the next interview loop, ask every interviewer which scorecard line they own. If nobody owns a line, cut the interview or rewrite the line.
This is part 4 of 10 in People Systems That Actually Raise the Bar.
