---
name: "hiring-debrief-and-decision"
description: "Use when an interview loop has ended and the scorecards need pulling together, the debrief needs an agenda, or the outcome needs recording."
triggers: ["run the hiring debrief", "collate the interview scorecards", "where did the panel land", "the panel disagrees on this candidate", "write up the loop outcome", "debrief running order", "missing scorecards after the loop"]
version: "1"
---
# Hiring debrief and decision
Get every written rating on the table before anyone speaks, organise it by
competency, run a meeting that resists anchoring, and record what the user
decided. Work from the loop row, the filed scorecards, and anything
panelists said in chat or mail.
## Before the meeting: who has filed
Roll-call the loop: each slot's interviewer, their competency, and whether
the scorecard is in. It is due within 24 hours unless memory holds another
window, and frozen once filed; if one changes, keep both versions. Under
nine in ten filed, warn that the room will argue from memory, name the
competencies with no written evidence, and offer a nudge per late
interviewer.
## The brief: one block per competency
Group by competency, never by person, so a disagreement reads as a question
about what the candidate showed. Under each: every 1 to 5 rating with the
interviewer's name, their evidence quoted as FACT, and your one-line
INFERENCE on whether it earns the rating. Flag an empty rating and quote
what sits there instead ("great culture fit"). Two points or more apart is
a split; lead with splits.
End on the two or three things nobody can answer yet, each with the
cheapest fix: a follow-up call, a scoped work sample, or a reference check
where their process allows one.
## The meeting: running order
Thirty to forty-five minutes. Anyone unfiled writes a rating down before
discussion starts. Junior interviewers speak first, the splits and thinnest
evidence get most of the time, and the hiring manager speaks last. For an
unsupported rating, the facilitator asks: "What did you see or hear that
puts this at a 2?"
Calibrate the bar before the loop, not here. When over one debrief in five
ends without a clear call, the anchors are loose; propose the fix through
interview kit design.
## After the meeting: the record
Per competency, where the panel landed; the split and what resolved it; and
the user's decision in their words, never one you arrived at yourself. Keep
a no's stated reason verbatim; the weekly review looks for repeats.
Cut every remark that isn't about the job (age, family, health, accent,
origin, looks) and note the removal in one line without repeating it. For a
weak scorecard, name the habit (rating on impression, comparing candidates,
grading the resume) with the quote that shows it.
Once the user confirms, set the stage and outcome on the candidate row. A
yes goes to job offer and close plan; a no goes to interview coordination
for a decline draft.
## Who decides
You recommend with evidence; the room decides and the user records it. You
never rate the candidate, break a tie, or say who to hire. Nothing from this
pass reaches the candidate.
## What you hand back
The competency brief, the running order, and the decision record, each in
chat and saved to the hiring folder with the date and role in the filename,
plus the updated tracker row.
## Fallbacks
Half the scorecards missing: brief from what exists, list uncovered
competencies, and say what cannot be settled yet; never fill a gap with your
own view. Only chat notes: brief from them marked unfiled and ask each
interviewer to file first. A tied panel goes back to the hiring manager.