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White Paper

Clients Guide to Hiring the Best Candidate
CompHealth 2011/08 CPH-142
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Preface
Clients Guide to Hiring the Best Candidate was written by consultants at CompHealth to help human
resources departments, hiring managers and anyone involved in the hiring process with their search
for the best person to ll a position.
CompHealth is one of the nations largest providers of healthcare stafng services. Founded in
1979, the company provides temporary stafng and permanent placement services for healthcare
professionals of all types. We are proud to offer you this white paper and believe you will nd it to
be a valuable resource in your search for the best candidate.
If you have any comments or would like to discuss our services further, please call CompHealth at
(800) 453-3030 or send comments to CompHealth, P.O. Box 713100, Salt Lake City, UT, 84171-3100 .
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Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Action Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Develop a Key Qualications List or Candidate Prole . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
The Cover Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Reviewing the Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
The Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Interview Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Interview Thank-you Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Making the Decision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Making an Offer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Improve Employee Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Job Candidate Evaluation Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Candidate Report Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
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Introduction
Hiring the best people for available positions can be challenging and extremely time consuming.
There are many factors that need to be taken into consideration when making an offer for employment.
If you have experience hiring employees, you know how important this decision is. It takes many
hours and considerable expense to advertise a position, receive and review resumes, conduct phone
interviews and face-to-face interviews and train the new employee so that he or she is able to perform
the job. Because of the extensive investment in time and resources, you want to feel condent that
you have hired the right person for the job. Lack of experience, low initiative, poor work habits or
personality conicts are all examples of why a person may not be a good t for your workplace.
How do you know if a candidate will t? How do you measure t, manage your biases and make more
objective hiring decisions? When a persons skills and interests match the job requirements, and his
or her core values are consistent with an organizations core values (such as integrity, teamwork and
work/life balance), you have the right t. There also needs to be an alignment between the job
requirements and the candidates skills and interests.
Action Checklist
Analyze the job. Get input from others to clarify the tasks, traits and experience required for the
position. Create your interview questions based on this list to help you ask the right questions and
decide if the candidate has the needed skills or traits.
Create an interview guide. Ask questions that will demonstrate if a candidate has mastered certain
skills. The right questions will focus on how a candidate has handled certain work situations and
reveal the candidates behavior, attitudes and values. The candidates answers predict how he or she
would handle similar situations in the future. To make fair comparisons, use the same questions for
all candidates.
Include others in the interview process. Potential team members, direct reports and peers of the
future employees should interview candidates, asking questions that differ from yours. Receiving
their input is an important part of the decision-making process and, ultimately, their support will be
helpful once the future employee is on the job. Consider using personality and skill assessments to
help you make the decision.
Your human resources department will likely have information about employment tools that help you
evaluate candidates skills, personality characteristics, work interests and values.
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Develop a Key Qualications List or Candidate Prole
Create a list that delineates your most important candidate selection criteria. Your list should include
the following:
Key chorocrerisrics or rroirs
Mosr imporronr s|ills
Mosr relevonr experience
Desired educorionol level
rher imporronr locrors perrinenr ro your condidore selecrion
This list is the essence of the candidate you seek to ll your open job. It is a list of key experiences,
skills, traits and education and is essential for reviewing resumes, developing interview questions and
candidate comparison. You can use this list to write ads or post jobs online on your recruiting website.
The Cover Letter
Read the customized cover letter. Look for correct spelling and grammar and the applicants attention
to detail.
A thoughtful resume cover letter tells you that the candidate took the time to customize the
application to t your needs.
An effective cover letter:
s oddressed ro o specilc person (rhe condidore roo| rhe rime ro leorn who will 6e reviewing
the resume)
Mo|es ir eosy lor you ro conrocr rhe condidore, providing cell ond home phone num6ers ond
e-mail address
Srores immediorely rhe posirion lor which rhe condidore is opplying
Srores rhe rwo mosr imporronr irems rhor quolily rhe oppliconr lor rhe posirion in rhe lrsr porogroph
Morches rhe condidore's specilc s|ills ond experience wirh rhose in your |o6 posring
Ends wirh o summory ol quolilcorions ond rhe volue rhe condidore con 6ring ro rhe orgonizorion
Cives you o good sense ol who rhe oppliconr is ond whor he or she volues
Ends wirh o coll ro ocrion, such os " om loo|ing lorword ro meering you ond leorning more o6our
the position.
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Reviewing the Resume
Scan the resume to obtain an overall impression of the applicant. Look for correct spelling and
grammar and the applicants attention to detail.
Look for easy-to-nd qualications, such as a college degree, certications and licensure information.
Has the candidate taken the time to customize the resume to your job? A resume should provide
factual information about the candidate and give the hiring manager an initial sense of the candidates
abilities. A resume is often the rst point of communication and can be used to differentiate qualied
applicants from unqualied candidates.
Once you receive resumes that meet your guidelines and requirements, review them quickly. Place
them into three categories: As are the ones to follow up, Bs are second choices if the A candidates
do not workout, Cs should be rejected.
It is important to read between the lines to determine what a candidate actually achieved in his or
her previous work history, as opposed to a vague list of duties and responsibilities.
Look for specic job experience that demonstrates a candidates ability to perform a given task.
Make a note of increased responsibilities or promotions, or lack thereof, since it will tell a story about
the candidates career progression.
The objective is to determine how the candidates past experience relates to the position you are
trying to ll.
If you are uncertain about a candidates qualications, it may be worth your time to give the candidate
a call for clarication. Sometimes, qualied candidates do not give details of their job experience
and could explain that experience in a brief phone interview. Do not dismiss a great candidate
because you eliminate resumes too quickly.
New Graduates
When reviewing resumes of new graduates, look for experience gained in their clinical work, part-
time positions and other job experience.
Identify transferable skills for candidates who do not clearly demonstrate specic work experience.
Transferable skills are skills that have been acquired from various unrelated jobs, volunteering and
life experience. Interpersonal communication, time management, project management and writing
skills are examples of transferable skills.
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Gaps and Numerous Jobs
Gaps in a resume can be a red ag; however, if the candidate has work experience that would make
him or her a good t for the job, call the candidate to ask about the gaps.
People have legitimate reasons for taking time away from work, e.g., a spouse relocates and a
candidate has difculty nding employment at the new location, or a candidate needs to care for an
elderly parent, etc.
There also may be valid reasons for a candidate to change jobs frequently. Again, if the candidate is
qualied for the job, call to ask about the numerous jobs listed on the resume.
The Interviews
The Phone Interview
The phone interview is sometimes done in place of a face-to-face interview but more often is used to
screen candidates before inviting them for an interview on site. While you evaluate a candidate during
a phone interview, remember to make a good rst impression so the candidate stays interested in
your organization. Use the phone interview to screen out candidates not appropriate for a face-to-
face interview.
Derermine il rhe condidore onswers 6osic quesrions well, is o6le ro orriculore his or her inreresrs
and experience, and speaks positively about past jobs and employers.
Be prepored ro sell your orgonizorion or reom ro condidores 6y oddressing rhe |ey issues rhey roise.
l rhe condidore is relocoring, sell your communiry (il rhe condidore hos o spouse ond children,
include information about schools, etc.).
Thin| o6our whor mo|es your compony unique ond o greor ploce ro wor|.
Thin| corelully o6our whor you ond your reom hove ro oller, ond 6e prepored ro give specilc
examples.
Lisren corelully ro whor condidores ore see|ing. Be open ro possi6iliries.
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Five Tips for Successful Phone Interviews
To get the most out of your phone interviews, follow these ve tips:
Mo|e o good lrsr impression. Do nor ollow inrerruprions while you ore on rhe phone. The phone
interview is as important as a face-to-face interview.
Cive unenrhusiosric 6ur quoliled condidores o second chonce. r is more oppropriore ro schedule
a time to talk. It gives candidates time to do their research on your organization and develop
their enthusiasm.
Be porienr wirh oppliconrs who speo| English os o second longuoge. Condidores who speo|
English as a second language make up an increasingly larger percentage of the workforce. Dont
be quick to rule out candidates who dont speak English well. Consider that a phone interview
might not provide you with a fair assessment of a candidates communication skills. Eye contact
and body language often compensate for subpar language skills.
Reserve some good discussion irems ro cover when you meer loce-ro-loce.
Leove rhe door open il o good condidore is nor righr lor rhe immediore |o6 opening. n mony
cases, the person you reject today might nd a position and gain experience that makes them
qualied in the future.
The Face-to-face Interview
The face-to-face interview is the make it or break it factor in your hiring decision. Use your
intuition to determine if you click with a candidate and feel he or she would t the culture of your
organization and be able to handle the responsibilities of the position. Learn the details of what
the candidate actually accomplished in previous jobs and gather specics about relationships with
peers, subordinates, and bosses.
Focus on examples that provide you with insight into the candidates behavior and performance.
Remember that the interview is not just a chance for you to screen and assess the candidate, but also
to sell them on the job.
Consider conducring porr ol rhe inrerview in rhe ocruol environmenr where rhe condidore would
be working, e.g., bring the medical technologist into the lab and observe how he or she interacts
in the work environment. This will give you a better idea of how the candidate would t in if hired.
For our-ol-rown condidores, oller ro inrroduce rhe condidore's spouse ond/or children ro rhe
community while the candidate is in town for the interview.
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Interview Questions
Ask interview questions that help you identify whether the candidate has the behaviors, skills, and
experience needed for the job you are lling. Ask legal interview questions that illuminate the
candidates strengths and weaknesses to determine job t.
Below is a list of sample questions to ask candidates.
1) How did you make your career choice?
2) How do your skills, education and expertise t this eld?
3) How is your personality compatible with this position?
4) Why are you applying for this position at this time?
5) What is it about this organization that appeals to you?
6) What are your personal short-term and long-term goals?
7) If you were to be offered a position here, when would you be able to make your decision?
8) What would your previous, or present, colleagues say about your character? About your abilities?
9) How would you describe yourself?
10) Where do you see yourself in 5 years? 10 years? 15 years?
11) How do you stay current in your eld?
12) Why did you leave your last job? (Why would you leave your job? if still employed.)
13) What are your salary expectations?
14) What do you know about our organization?
15) What are your expectations for this position?
16) What kind of work environment are you most comfortable in?
17) What are the most important factors to you about a job (e.g., the people you work with, a
challenging project, learning new techniques)?
18) How do you manage your time? What tools do you use to organize your day (e.g., a planner, a
computer program, etc.)?
19) Do you prefer to work with people or work alone?
20) Are you more comfortable with details and precision, or are you an idea person?
21) Are you more successful at dealing with the unexpected and seeing quickly what should be
done or at following a carefully worked-out plan?
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22) In your daily work, do you welcome an emergency that makes you work against time, or do you
hate to work under pressure?
23) When you have a special job to do, do you like to organize it carefully before you start, or do
you nd out what is necessary as you go along?
24) Do you prefer to do things at the last minute, or do you nd doing things at the last minute hard
on your nerves?
25) When you start a big project that is due in a week, do you take time to list the separate tasks to
be done and the order of doing them, or do you plunge in?
26) Would you rather support the established methods of doing things or analyze what is still wrong
and attack unsolved problems?
27) Why do you think you are the best person for this job?
The next 5 questions are situational or behavioral-based interview questions to determine
how a candidate handles a specic on-the-job situation.
1) Describe a time that you did not agree with your supervisor. What happened? What was the
outcome?
2) Give me an example of something you have accomplished in a position that was creative.
3) Tell me about a situation in which you felt it was necessary to break company policy or alter
procedures to accomplish an important task.
4) Tell me about a time that you had a conict with a coworker. Describe the conict, how you
handled it, and describe the outcome.
5) Tell me about a time that you were under a lot of stress and pressure. How did you handle it?
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Illegal Job Interview Questions
Avoid illegal interview questions and interview practices that could make your company the target
of a U.S. Equal Employment Opportunity Commission (EEOC) lawsuit.
Illegal interview questions include any interview questions that are related to a candidates
Age
Roce, erhniciry, or color
Cender or sex
Counrry ol norionol origin or 6irrhploce
Religion
Diso6iliry
Morirol or lomily srorus or pregnoncy
Sample Illegal Job Interview Questions
Whor orrongemenrs ore you o6le ro mo|e lor childcore while you wor|?
How old ore your children?
When did you groduore lrom high school?
Are you o U.S. cirizen?
Whor does your wile do lor o living?
Where did you live while you were growing up?
Will you need personol rime lor porriculor religious holidoys?
Are you comlorro6le wor|ing lor o lemole 6oss?
There is o lorge disporiry 6erween your oge ond rhor ol rhe posirion's cowor|ers. s rhis o
problem for you?
How long do you plon ro wor| 6elore you rerire?
Hove you experienced ony serious illnesses in rhe posr yeor?
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Keep your inrerview quesrions locused on rhe 6ehoviors, s|ills, ond experience needed ro
perform the job. If you nd your discussion straying off course or eliciting information on
potential job discrimination topics, bring the discussion quickly back on topic by asking another
job-related question.
l o condidore ollers inlormorion such os " will need o lexi6le schedule 6ecouse hove lour children
in elementary school, you can answer the question. Do not, however, pursue that topic further.
Interview Thank-you Letters
You can learn a lot about a candidate from the interview thank-you letter or email. Use each
interaction with the candidate as an opportunity to assess his or her cultural and clinical t within
your organization. The interview thank-you letter is just one more piece in the puzzle of successful
candidate selection. Use this letter to review your knowledge about candidates.
Does the thank-you letter send a message?
The locr rhor rhe condidore senr o rhon|-you lerrer or emoil suggesrs rhor he or she cores o6our
the position. You can assess the candidate as polite and caring enough to know how to do
appropriate follow-up.
Should you disqualify a candidate who fails to send a thank-you letter?
You do nor necessorily wonr ro disquolily rhe condidore, however, wirh rhe prolilerorion ol |o6 seorching
how-to materials available, it may be a reection on the candidate who skips this polite step.
What should an employer look for in a thank-you letter?
The lerrer should 6e error lree ond grommoricolly correcr. An error-lree lerrer relecrs o condidore
who pays attention to detail and cares. You also are able to assess a candidates writing style
and competence.
The lerrer should show evidence rhor rhe condidore is enrhusiosric o6our rhe |o6, your compony,
and the people he or she met. Did the candidate place emphasis on what was important to
you? Do you have the sense that what you communicated to the candidate about the position
was understood?
Did rhe condidore hove lollow-up quesrions you need ro mo|e sure ore onswered? You don'r
want a qualied person to move on because they lack information that you could have supplied.
Did rhe condidore indicore rhey undersrood rhe nexr srep in your hiring process ond rime line?
If the candidate has reiterated their qualications, do they match what you are searching for closely
especially in the key areas identied?
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Making the Decision
After you have reviewed the resumes, listened to feedback from HR, your team, and your peers, you
have to make a decision. You have to pick the candidate who has the greatest likelihood of being
successful in the position. You can develop a rating system (or use the rating scales and interview
guides in the Appendix) but in the end, it comes down to instinct. You have to trust your instincts
to help you make the decision. Hiring a new employee is not an easy job, but its one of the most
important tasks you have as a manager.
Eight Hiring Mistakes Employers Make: From Application to Interview
Hiring decisions that result in bad hires sap your organizations time, training resources, and energy.
Your recruiting, interviewing and hiring practices will result in better hires. Better hires will help you
develop a strong, healthy, productive, competitive organization.
Here are eight recruiting and hiring mistakes to avoid:
Candidates are not prescreened
A holl-hour phone coll con sove hours ol rime. Frescreening oppliconrs is o musr lor recruiring
and hiring the best employees. You can discover whether the candidate has the knowledge and
experience you need. You can screen for applicants who expect a salary that is out of your range.
You can gain a sense of the persons congruity with your culture. Always prescreen applicants.
Candidates are not prepared
l your oppliconrs loil ro os| o6our your compony ond rhe specilcs ol rhe |o6 lor which rhey hove
applied, help them out. Prepare your applicants better for the interview so interviewers spend
their time on the important issues: determining the candidates skills and t within your culture.
Prepare the candidate by describing the company, the details of the position, the background
and titles of the interviewers, and whatever will eliminate wasting time while the candidate
interviews within your company.
Interviewers are not prepared
Mosr orgonizorions spend minimol rime developing o plon lor inrerviewing condidores lor
positions. Interviewers need to meet in advance and create that plan. Who is responsible for
which types of questions? What aspect of the candidates credentials is each person assessing?
Who is assessing culture t?
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The interview is relied on for evaluating a candidate
The inrerview is o lor ol rol|. Mosr lrequenrly, 6ecouse oppliconrs ore rypicolly nor "prepped"
in advance, considerable interview time is spent giving the candidate information about your
organization. Even more time is invested in different interviewers asking the candidate the same
questions over and over. During an interview, candidates tell you what they think you want to
hear because they want to obtain a job offer. You should develop several methods for evaluating
candidates in addition to the interview, such as personality and skill assessments.
There is too much talk during an interview
As| how rhe condidore would opprooch improving rhe quoliry ol o given process.
Cive rhe condidore o simple compurer ond/or ryping resr, il opplico6le.
Use resrs ond ros|s rhor ore direcrly relored ro rhe posirion lor which rhe individuol is inrerviewing.
Personality is evaluated rather than job skills and experience
You need diverse people wirh diverse personoliries ro deol wirh diverse employees ond porienrs.
Even rhough you moy 6e mosr comlorro6le wirh o condidore similor ro you, do nor ignore your
need for particular skills and experience.
Critical job skills are not differentiated via testing and discussion
Decide on rhe s|ills you wonr mosr in your condidore.
denrily rhree ro lour mosr criricol locrors lor rhe |o6 ond ro meer rhe needs ol your porienrs. nce
you identify these, you cannot settle on a candidate that does not bring these to your workplace.
Developing a small candidate pool
To|e rhe rime ro 6uild o condidore pool wirh severol condidores who meer rhe needs ol your
organization.
Don'r serrle lor someone who isn'r rhe righr person wirh rhe s|ills ond experience you need. r's
better to reopen your search.
These mistakes are often fatal to a candidates subsequent success within your organization. If
you do these activities successfully, you increase the probability of a happy, successful employee
contributing what you need to your organization.
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Making an Offer
There are four forms an offer may take.
1) An appointment letter or e-mail. These tend to be one-page letters that are simple and
straightforward. They are more common with academic facilities and are legally binding.
2) A formal contract. These documents can be many pages in length and can be complex and
confusing.
3) A letter of intent. These documents articulate the job offer and outline many of the elements that
will be formalized later in a contract. They can be legally binding.
4) Verbal offers. Pending background and reference checks, some companies believe in doing
business with a handshake. Typically, an offer letter follows.
Negotiating the Offer
Negotiation is an important part of the process of extending an offer to a candidate.
Compensation: You may not be exible in the compensation package you offer to candidates;
however, if you nd a candidate who would be a great t in your organization, it may be to your
long-term benet to adjust the base salary.
Noncompete Clauses: If applicable, you may want to include a noncompete clause for some new
employees. Legal consultants need to write these clauses to ensure proper legality.
Termination Provisions: Determine how and when the employment relationship can be terminated.
A contract might also state it can be terminated if an employee fails to obtain board certications.
Specify the events that would constitute an employee being terminated for cause and without
cause. Both you and the employee should be required to give at least 90 days notice if a cause
clause is included in the contract.
Malpractice Insurance: If your company policy pays for employees malpractice insurance, it should
be specied in the contract.
Other Provisions: The contract should dene benets that are offered to the employee. A benets
package, including a sign-on bonus, relocation assistance and/or loan reimbursements should be
listed. Reimbursement for continuing medical education should be included, as well as on-call
expectations for the employee.

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Improve Employee Retention
Too often we choose the right people but fail to support them as they assume their new roles. This is
why so many people leave within the rst year on the job. Orientation and ongoing support are the key
elements of the selection process and will increase the odds of your new hires success, contribution
to your organization, and tenure on the team. Help your new employee build relationships, and
theyre more likely to stay. Ask:
What kind of support or direction do you need from me that you arent getting?
What are you getting that you dont want?
How are you getting along with your other team members?
What introductions would you like me to make?
Are you nding people to go to lunch with?
Are you nding people to go to when you need help?
New hires come to an organization fully charged, excited about their new adventure and lled with
energy and potential. By effectively tapping into that energy, knowledge and wisdom right from the
start, an organization can maximize the new employees potential and maximize that energy well
past the rst year.
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Name of applicant Date
QGeneral interview QPosition interview
Job Title
Q1st interview Q2nd interview Q3rd interview
Instructions: Carefully evaluate applicants interview performance. Check rating box to indicate the applicants
performance. Indicate N/A in the points box if the rating category is not applicable. Assign points for each rating
using the scale provided and write this number in the points box. Points will be totaled and averaged for an overall
interview performance score.
O - Outstanding - Applicant is exceptional. Is recognized as being far superior to others.
V - Very Good - Applicant clearly exceeds position requirements.
G - Good - Applicant is competent and dependable. Meets standards of the job.
I - Improvement Needed - Applicant is decient or below the standards required of the job.
U - Unsatisfactory - Applicant is generally unacceptable.
N/A - Not Applicable.
Job Candidate Evaluation Form
General Factors Rating Scale Points Supporting Details or Comments
1. Experience - The extent to which the
applicants background and experience are
consistent with the requirements of the job.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
2. Education - The extent to which the
applicants schooling is relevant and
sufcient for the requirements of the job.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
3. Job Knowledge - The extent to which the
applicant possesses the practical/technical
knowledge required on the job.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
4. Information About General Work -
The extent to which the applicant has a thorough
knowledge of or is familiar with the eld.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
5. Communication Skills - The extent to which
the applicant can communicate effectively.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
6. Motivation -The extent to which the
applicant appears to have a true desire to
work and has an interest in the position.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
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General Factors Rating Scale Points Supporting Details or Comments
7. Creativity - The extent to which the
applicant proposes ideas; nds new and
better ways of doing things.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
8. Initiative - The extent to which the
applicant appears to seek out new assignments
and assume additional duties when necessary.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
9. Composure - The extent to which the
applicant appears to be in control. The
applicants ability to handle stress.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
10. Overall Impression - The extent to which
the applicants overall appearance, manner
and responsiveness are consistent with the
requirements of the job.
O Q
V Q
G Q
I Q
U Q
100-90
89-80
79-70
69-60
below 60
Overall Interview Performance Score
Calculate applicants overall interview performance score by adding the points for each interview category
rated and dividing this sum by the number of categories rated. Review the appropriate score range below.
Total points Q

Number of categories rated Q

=
QOverall rating
Additional comments:
This applicant is:
QA strong candidate QA possible candidate QA possible candidate for another position (see below)
QOf no further interest QOther _________________________________________________________________________
Alternate position(s) for which applicant seems better qualified _______________________________________________
________________________________________________________________________________________________________
100-90 = Outstanding
89-80 = Very good
79-70 = Good
69-60 = Improvement Needed
below 60 = Unsatisfactory
19
www.CompHealth.com
Candidate Report Card
Candidate name Strengths Weakness
Total points
(from Candidate
Evaluation Form)