INTERVIEW SCORECARD

This Interview Scorecard is framework to help leaders hire with more precision. The scorecard should be used
during the hiring process to assess a candidate’s ability to perform at high levels using the Role Excellence
Profile (REP), Individual DNA, DNA Role Benchmark and/or GAP report (if applicable) for the selected role.

It breaks down desirable competencies or skills into scorable components and enables the interviewer(s) to
objectively score the candidate based on the evidence the candidate’s ability to succeed against the standards
of excellence for the role. These scores will help determine whether a candidate should be accelerated through
or eliminated from the hiring process, or if the candidate should be made an offer.

During the interview, rate the candidate’s response to each question using the rating key outlined below. Take
notes during the conversation, so you can easily compare candidates and their ability to thrive in the role, and
your organization.

Use your scores and notes to inform your final decision on page 8.

R AT I N G K E Y

1 No evidence of desired competency/trait. Could not provide any examples.

2 Little evidence of desired competency/trait. Could not provide any relevant examples.

3 Some evidence of desired competency/trait. Provided relevant, but not compelling examples.

4 Strong evidence of desired competency/trait. Provided several relevant, and detailed examples.

5 Compelling evidence of desired competency/trait. Inspired confidence through relevant examples.

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N A M E : D A T E :

S E C T I O N 1 : P R E S E N TAT I O N

AT T R I B U T E S R AT I N G NOTES

Inspirational
LO V E W H AT Y O U D O

Communicative

Part of something important

Making a difference

Integrity
L I V E W H AT Y O U D O

Customer focused

Transparent

Results driven

Forward thinking
E M B R A C E W H AT Y O U D O

Adaptive

Strategic thinker

Challenging status quo

Working knowledge of industry

specific resources

Market knowledge

Competitior Knowledge

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SECTION 2: INTERVIEW

PERFORMANCE R AT I N G NOTES

• What would your vision of success look like?

• How will you engage your team and drive higher

levels of performance?

• What intentional areas of focus would drive this

success?

• As you look at the region, what are the biggest

opportunities you see?

• In the first 90 days, what would you set out to

accomplish?

• What would your top priorities be in the first 6-12

months?

• How might this company need to evolve over the

next 3 years to stay competitive?

• What changes might be required to get there?

• What do you anticipate as some of the biggest

challenges for this region?

• How do you envision your role to overcome those

barriers?

• What relationships would you prioritize building

inside and outside the organization, for your team
to be successful?

• What do you see as critical to drive better results

through your sales team?

• What are the first 3 changes you would make and

what would be your timeline for making them?

• How will you prioritize key areas of focus and

growth?

• What do you see as having the greatest or most

immediate impact?

• Similar with respect to staffing ideas - which

would have highest impact?

• Tell me about the biggest life altering experience

you’ve had, and how you handled it.

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SECTION 2: INTERVIEW

PA S S I O N R AT I N G NOTES

• How do you keep up with trends, changing land-

scape, and changing players?

• How do you stay on top of industry insights,

trends, and news?

• What gets you out of bed every morning?

• What attracted you to this role specifically?

• Describe a time when you felt derailed and/or had

the “wind taken out of your sails”.

• When you are in this space, what do you do to pick

yourself up?

TEAMWORK R AT I N G NOTES

• Based on your knowledge of our company, what do

you bring that will add to our culture and perfor-
mance?

• Tell me the mindset and methods you use to bridge

relationships.

• What’s your strategy to integrate into an organi-

zation’s culture?

• How will you know this is a cohesive team with

you as the leader?

• Tell me about a time when you took a struggling

team and turned it into a high performing unit.

• Describe your approach to coaching to greater

levels of performance.

• How will you know when team members are not

operating at their best?

• Tell me about a time when your personal interests

conflicted with those of a team you led (or served
on).

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SECTION 2: INTERVIEW

INTEGRITY R AT I N G NOTES

• We all make mistakes. Tell me about your biggest

work failure. How did it impact others?

• How did you feel, what did you learn, and what did
you do differently, as a result?

• You will have employees that make mistakes,

share how you deal with this type of performance
issues.

Looking at the candidate’s DNA in comparison to the benchmark, spot areas you need additional infor-
mation on. Use the question bank to select questions on those areas and insert questions in rows below.

DNA R AT I N G NOTES

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SECTION 2: INTERVIEW
A few suggested questions are listed below for each primary accomplishment of the GSM Role Excellence
Profile (REP). Leverage the full REP to dig deeper into your candidate’s fit for the role, using the excel-
lence indicator and key action details.

REP R AT I N G NOTES

A. Year-over-year revenue goals that are met

or exceeded through precise pricing strategies,
tight inventory management, compelling sales
messaging, and merchandising that allows for
maximum sponsorship
• In this role, how do you envision driving the reve-
nue/sales strategy?

• Provide an example of when you successfully de-

livered on a strategy that balanced long-term and
short-term profit growth.

B. Well-developed and fully prepared sales

team
• Describe your vision of high performing staff.

• How do you plan for future organizational needs,

i.e., building a pipeline, onboarding, and growing
talent?

• How do you ensure alignment to the vision and

business goals?

• How do you celebrate success and/or recognize

staff accomplishments?

C. Client retention and growth that aligns with

the company strategies and goals
• Tell me about a time when you were chosen over a
competitor. What did you do that helped influence
their decision? Tell me about a time the client went
with the competitor – what did you do next?

• When you are faced with a conversation with a

current client questioning the value provided,
what is your approach to help retain and grow this
business? Likewise, how have you helped a sales
team member have this conversation?

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SECTION 2: INTERVIEW
A few suggested questions are listed below for each primary accomplishment of the GSM Role Excellence
Profile (REP). Leverage the full REP to dig deeper into your candidate’s fit for the role, using the excel-
lence indicator and key action details.

REP R AT I N G NOTES

D. Strong internal and external relationships

• What are your best practices for developing strong
relationships on internally and externally with
Teams?

• What is your strongest client or community rela-

tionship and how did it come to be what it is today?

E. Reliable forecasts for General Manager (GM)

that foster confidence in business health and
growth
• What is your process for creating and presenting
forecasts?

• Describe a time when your actual results had sig-

nificant variance versus forecast. What happened?
What did you learn and how did you apply those
learnings?

ADDITIONAL NOTES:

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SECTION 3: DECISION
A few suggested questions are listed below for each primary accomplishment of the GSM Role Excellence
Profile (REP). Leverage the full REP to dig deeper into your candidate’s fit for the role, using the excel-
lence indicator and key action details.

T O P 3 R E A S O N S W H Y Y O U WO U L D M O V E F O RWA R D W I T H T H I S C A N D I D AT E

T O P 3 R E A S O N S W H Y Y O U WO U L D H E S I TAT E T O H I R E T H I S C A N D I D AT E

W I L L T H I S C A N D I D AT E H AV E T H E P O T E N T I A L T O B E Y O U R B E S T E M P L O Y E E I N A Y E A R ? W H Y ?

O V E R A L L H I R I N G R E C O M M E N D AT I O N

Accelerate Candidate

Present an Offer

Eliminate Candidate

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