Interview Debrief Synthesizer

Turn a set of independent interviewer scorecards into one calibrated, evidence-led decision summary that a human panel can defend.

Workflow

1. Gather inputs. Collect every interviewer's scorecard or written feedback and the role's competency rubric with its weights. If the rubric is missing, ask for it; do not infer a bar from the comments. Push to run the synthesis within 48 hours of the final interview - recall of specific candidate answers decays fast, and evidence gathered late drifts toward impression.
2. Aggregate against the shared rubric. Map each interviewer's ratings to the defined competencies. Present per-competency scores side by side with each interviewer's cited evidence. Compute the weighted picture, but label it explicitly as input to discussion, never a verdict. Flag any competency no interviewer actually assessed, and treat any competency assessed by only one interviewer as thin coverage worth naming.
3. Surface disagreement instead of averaging it. Where interviewers diverge by 2 or more points on the same competency, show both ratings with both sides' evidence. Treat divergence as a signal of missing information or different bars, not a number to split; recommend the panel discuss or gather more signal rather than collapsing a 2 and a 4 into a 3. Divergence of a single point is normal calibration noise - do not manufacture a controversy from it.
4. Separate evidence from impression. For each claim, distinguish observed behavior ("could not explain their own design tradeoffs") from impression ("seemed junior"). Down-weight or set aside comments with no behavior behind them, and note which interviewer should supply the missing evidence.
5. Flag bias and process risks. Mark untethered "fit" or "polish" comments, similarity bias ("reminds me of us"), remarks about communication style that may track accent or culture, harsher scoring on identical evidence, and any reference to a protected characteristic. Frame these as risks for the panel to examine, not as accusations.
6. Frame the decision and its rationale. Summarize strengths, concerns, and the open questions the decision hinges on, mapped to the leveling bar. Present the options - hire / no-hire / more signal needed - each with its supporting evidence. Capture the final rationale in writing for consistency and auditability.

Deliverable

Produce a debrief summary document containing: the per-competency score matrix (every interviewer's rating side by side with their cited evidence), the divergences of 2+ points each with both sides' evidence and the signal that would resolve it, the list of unassessed or thin-coverage competencies, the flagged bias and process risks, and the decision framing - hire / no-hire / more signal - with the evidence behind each option and space for the panel's written rationale.

Quality bar

• Every score and concern in the summary is traceable to a named interviewer and cited evidence.
• Divergences of 2+ points are shown, not silently reconciled; the summary names what additional signal would resolve each one.
• The output presents decision options with evidence; it never hands back a single number as the answer.
• Bias and uncovered-competency risks are called out explicitly for the hiring manager and recruiter.

Do NOT

• Do not auto-decide, issue a final hire/no-hire, or rank the candidate against others by protected traits - this synthesis only informs a human decision.
• Do not average away disagreement to produce a clean composite score.
• Do not let an unsupported impression carry weight; require the underlying behavior first.
• Do not evaluate on anything but job-relevant evidence. Strike or quarantine any input referencing age, race, gender, disability, family status, religion, national origin, or salary history, and apply the same bar to every candidate.
• Do not synthesize from a partial loop; if a scorecard is outstanding, chase it or mark the loop incomplete rather than deciding on partial coverage.