Documenting Feedback
Feedback on candidates should be related to the individual’s ability to carry out the tasks required by the position. Interviewers should focus the majority of their comments on the job criteria and competencies they were asked to evaluate.
Dos and don’ts of feedback
- DO include your opinion of the candidate’s relevant skills, qualifications and experience.
- DO include your observations of the candidate’s abilities to fulfill the competencies of the position, such as collegiality or communication skills.
- DO comment on the candidate’s potential personality fit with the culture of the department. For example, feedback on a particularly quiet candidate could indicate: “I would not recommend this candidate because they came across as very shy. We need someone with an outgoing personality as this position requires the ability to approach donors and work with large groups of alumni.”
- DON’T include observations that are unrelated to the candidate’s qualifications or potential fit within the organization.
Examples of acceptable and unacceptable feedback
Competency: Fundraising
- Acceptable Feedback:
“Candidate has a good track record, interesting ideas on blending the NULC team with Chicago regional efforts; talked about how we will move to ‘campaign readiness' and has given thought to the prospect pool. Good questions about the validity of ratings in CATracks and understands what a good referral is.” - Unacceptable Feedback:
“Very good fundraiser.”
Competency: Initiative
- Acceptable Feedback:
“In the absence of a director, this candidate ran the regional office which required a tremendous amount of initiative and focus. He rose to the occasion with drive and creativity, spearheading several programs.” - Unacceptable Feedback:
“He is very upbeat and I think he would be a good partner.”