A structured interview asks every candidate the same job-related questions in the same order and scores every answer on the same scale. The US Office of Personnel Management describes it this way: candidates get equal chances to share information, and the assessment is more consistent. To run one, write the questions from the role brief, define what a weak, fair and strong answer sounds like, score alone straight after the interview and compare scores before you discuss.
Key takeaways
- Take your questions from the must-haves and outcomes in the role brief, not from habit.
- Ask every candidate the same core questions in the same order. Follow-up probes are fine.
- Write rating anchors for each question before the first interview.
- Each interviewer scores alone, in writing, before any discussion.
- Decide using the scores and evidence. Do not let a general impression override them.
What a structured interview is, and what it is not
In a structured interview the structure is part of the design. The questions are fixed, the scoring is fixed and the conditions are as equal as you can make them. It is not a script that forbids natural conversation. You can greet the candidate, explain the process and ask follow-up questions such as “What did you do next?” or “What was your part in that?”. What you cannot do is give one candidate easy questions and another hard ones, or score one on the answer and another on charm.
The OPM page on structured interviews says that every candidate receives the same predetermined questions in the same order, and that all answers are scored with one rating scale and the same standards. It also says that this method can assess competencies that are hard to measure otherwise, such as interpersonal skills.
Why use one
- Fairness. The same questions and the same scale reduce the room for personal preference and unfair bias. They do not remove it, so you still need to be careful about notes and scoring.
- Comparability. You can set two candidates side by side because they answered the same questions.
- Evidence. Written scores and notes show why you chose someone. This helps if a candidate or a regulator asks you to explain.
- Better questions. Writing anchors forces you to think about what good looks like.
- Faster decisions. The debrief starts from scores and examples, not from a long argument about feelings.
Six steps to build a structured interview
Step 1: Start from the role brief
List the outcomes and must-haves from your role brief. Pick the four to six that an interview can test better than a resume or CV. These are usually communication, problem solving, working with others, handling pressure and a few role-specific skills.
Step 2: Write one question per area
Use two question types.
| Type | Form | Example |
|---|---|---|
| Behavioural | Asks about the past | “Tell me about a time you had to deliver a report with incomplete data. What did you do?” |
| Situational | Asks about a realistic future case | “A team lead asks for a report by noon, but one source is missing. What would you do first?” |
Behavioural questions work well for experienced candidates. Situational questions suit entry-level candidates who may not have the experience. Using one of each for important areas gives you more evidence. Avoid hypothetical questions that have nothing to do with the role, and avoid trick questions.
Step 3: Define the rating scale and anchors
Use a 1 to 5 scale, or a 1 to 4 scale if you want to avoid the middle score. For each question, write what a weak, an adequate and a strong answer contains. Base this on the work, not on how well someone speaks.
| Score | What it means in general | Example anchor for “missing data” |
|---|---|---|
| 1 | No relevant example, or an answer that shows poor judgement | Ignores the gap or hides it from the team lead |
| 2 | Some relevant action, but unclear or incomplete | Sends the report late without telling anyone |
| 3 | Clear example with a sensible action and a result | Tells the lead about the gap, sends the report with a note on what is missing |
| 4 | Clear example, good judgement and awareness of impact | Finds a second source, flags the risk, agrees a deadline for the missing part |
| 5 | Excellent example with a clear lesson that they applied again | As 4, and later set up a check to avoid the problem in future reports |
Step 4: Plan the format and the timing
Allow 45 to 60 minutes for six to eight questions. Plan the order: warm-up, core questions, candidate questions and next steps. Decide who asks which question, who takes notes and who watches the time. Prepare the same introduction for each candidate.
Step 5: Train the interviewers
A short briefing of 30 minutes is enough. Cover how to ask the questions as written, how to probe without leading, how to write notes about what the candidate said or did, and what not to ask. Practise with a colleague on one question, and score it together to compare how each of you reads the anchors.
Step 6: Score alone, then compare
Each interviewer scores every question within 15 minutes of the interview, alone. Only then do you compare. This reduces the effect of the most senior or most talkative person on the panel. In the debrief, ask each person to give their scores and one piece of evidence per score. For a full guide, see our article on how to run a debrief meeting after interviews.
A sample plan for a customer support team lead
| # | Area | Question | Look for |
|---|---|---|---|
| 1 | Handling pressure | Tell me about a busy period when you had more tickets than people. What did you do? | Prioritisation, clear communication, protecting quality |
| 2 | Coaching | Describe a time you helped a colleague improve. What did you do and what changed? | Specific actions, patience, a measurable change |
| 3 | Fairness | Two team members disagree about who takes the difficult customers. What do you do? | Listens to both, uses a fair rule, follows up |
| 4 | Process thinking | What would you change first about how our team handles returns? Explain why. | Evidence-based, practical, small first step |
| 5 | Learning | Tell me about a mistake you made at work and what you changed afterwards. | Ownership, concrete change, no blame shifting |
| 6 | Role knowledge | You see a rise in complaints about delivery times. What data would you look at? | Relevant data, simple analysis, link to action |
Ask each candidate these six questions in this order. Allow two follow-up probes per question, from a fixed list: “What was your part?”, “What happened next?”, “What would you do differently?”.
A scoring sheet you can copy
Candidate: ______ Role: ______ Interviewer: ______ Date: ______
Question 1: Evidence (what the candidate said or did): ______ Score (1-5): __
Question 2: Evidence: ______ Score: __
Question 3: Evidence: ______ Score: __
Question 4: Evidence: ______ Score: __
Question 5: Evidence: ______ Score: __
Question 6: Evidence: ______ Score: __
Must-haves seen or not seen in the interview: ______
Open points to check (for example a reference): ______
Total: __ Recommendation (move on / hold / decline): ______ Reason in one sentence: ______
Keeping the interview fair
- Do not ask about age, family plans, health, religion, nationality, sexual orientation or similar topics. The US Equal Employment Opportunity Commission explains these limits on its page about prohibited employment policies and practices.
- Offer reasonable adjustments, such as extra time, a written copy of the questions or a different format. In Great Britain, the Acas page on recruitment explains the duty to make reasonable adjustments for disabled candidates.
- Write notes about what the candidate said, not about how they look or sound. Words such as “nice”, “cultural fit” or “abrasive” should prompt you to find the underlying evidence.
- Keep notes. Applicant data is personal data in the UK and the EU. The Information Commissioner’s Office explains how to handle it in its guidance on recruitment and selection.
Common mistakes
- Changing questions between candidates. If you must change a question, change it for everyone.
- Scoring after the discussion. The group will anchor on the first opinion.
- Skipping anchors. Without anchors, a “4” means different things to different people.
- Too many questions. Eight is plenty. More questions mean thinner answers.
- Letting the chat run. A friendly talk before the interview is fine, but do not use it as evidence.
- Ignoring the must-haves. Interviews should add to the resume or CV evidence, not replace it.
FastHire is being built to make the earlier step easier, by showing each job requirement next to the exact CV passage that supports it. The interview then focuses on what the CV cannot show. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision, including every interview score.
An opening and closing script
Say the same words to every candidate. It sets expectations and treats people equally. Adapt this sample to your voice.
Opening: “Thank you for coming. I am [name], [job title]. With me is [name], who will take notes. The interview takes about 45 minutes. We will ask the same set of questions to every candidate so that we can compare fairly. I may ask short follow-up questions. If you need a moment to think, take it. If you need anything adjusted, tell us at any time. You will have time at the end to ask your questions.”
Closing: “Thank you. Is there anything about your experience that we did not ask about and that you would like us to know? What questions do you have for us? Here is what happens next: we will contact every candidate by [date].”
Running it well on video or with a panel
- Video. Test the link before the interview. Send the questions’ topics in advance if you have agreed to do so for all candidates. Allow for slow connections and do not penalise a pause.
- Panel. Decide in advance who asks which question. Agree that notes are written, not summarised in your head, and that scoring is done alone.
- Phone. Make sure the candidate can hear you clearly, and offer a call-back number in case the line drops.
- In person. Use the same room set-up for each candidate where you can, and tell them about access, parking and the people they will meet.
After five interviews: a short review of your own process
A structured interview improves when you check it. After five interviews, compare notes across the panel and ask four questions. Did any question produce answers that all looked the same? Replace it. Did one question confuse several candidates? Reword it for later candidates only if you are early in the process, and note the change. Did interviewers use the anchors in the same way? If not, agree examples. Did any note refer to personal traits unrelated to the job? Ask the writer to restate it as evidence.
If you notice a pattern that treats a group of candidates differently without a job-related reason, take it seriously and ask your HR contact or adviser for help. A fair process is not only good practice. It also protects the people you want to hire.
Frequently asked questions
What is a structured interview?
An interview in which every candidate gets the same job-related questions in the same order, and every answer is scored on the same scale with written anchors.
Can I ask follow-up questions?
Yes. Use a short, fixed list of probes, such as “What was your part?” and “What happened next?”, so that candidates have equal chances to give detail.
How many questions should I ask?
Six to eight questions for a 45 to 60 minute interview. Choose areas that matter most for the role and that a resume or CV cannot show.
Should I use a 1 to 5 or 1 to 4 scale?
Either works. A 1 to 4 scale avoids the neutral middle. What matters is that every interviewer uses written anchors.
Is a structured interview less friendly?
It does not have to be. Welcome the candidate, explain the process and give them time to ask questions at the end. The structure applies to the assessed questions, not to your manner.
Related guides
- Hiring guides for hiring managers
- How to define a role before you hire: a one-page role brief
- How to run a kickoff meeting with your recruiter
- How to write job requirements candidates can actually check themselves against
- All hiring guides for employers
- Interview scorecard template with a worked example
- Behavioural interview questions with a scoring guide
- How to run a first interview for a small business: questions and scorecard
- What you can and cannot ask in a job interview: US, UK and EU
- How to run a debrief meeting after interviews
- How to write a good interview plan for a new role
- How many interview rounds are enough?
- Interview questions for managers: a bank for leadership hires
- How to avoid bias in interviews: 12 practical controls
- Reasonable adjustments in interviews: what hiring managers should do
- Accessible interviews: how to plan one for every candidate
- How to make a hiring decision when the team disagrees
This is general information, not legal advice.