One interviewer is enthusiastic, another is unconvinced and a third wants to meet more candidates. Disagreement does not automatically mean the shortlist is weak. It may mean the panel assessed different things or attached different importance to the same evidence.
Return to the agreed requirements
Put the role’s essential outcomes and capabilities in front of the panel. Ask each interviewer which requirement their feedback addresses. A concern about presentation style should not quietly become a substitute for evaluating the communication the job actually requires.
If the panel discovers a missing requirement, acknowledge the change and consider its effect on every candidate. Avoid applying a new standard only to the person currently under discussion.
Separate observation from interpretation
“They did not explain who approved the programme change” is an observation. “They lack influence” is an interpretation that may require further evidence. Encourage interviewers to make that distinction in their notes.
Record individual assessments before the group discussion. This gives the panel a clearer view of differences and reduces the temptation to reshape feedback around the first confident opinion.
Close a specific gap
An additional conversation is useful when it has a defined purpose. State the unresolved question, who will assess it and what evidence would help. Avoid repeating a general interview in the hope that everyone will eventually feel certain.
Use a proportionate task or focused discussion where appropriate. Do not ask candidates to complete substantial unpaid work for the business. Explain the assessment and allow reasonable preparation.
Name the decision owner
A panel can advise without requiring unanimous enthusiasm. The accountable decision-maker should weigh the evidence, the role’s priorities and any remaining uncertainty. Record the reasons for the decision and the support the successful candidate may need.
Close the process respectfully for everyone involved. Clear communication and a prompt decision matter even when the panel has had a difficult discussion.
CIPD’s guidance on selection methods covers structured interviews and other assessment approaches. The practical principle here is to make the evidence comparable and the decision explainable.
Further reading: CIPD: Selection methods.
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