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Decision-Making Matrix INSTRUCTIONS Use this decision-making matrix to evaluate job candidates for a particular position. For each candidate, enter a score for each of the key areas. By tallying the total scores and reviewing your interview notes, you can begin to identify which candidate is the right person for the job. JOB TITLE: KEY AREA RATINGS: Poor --1---2---3---4---5-- Excellent CANDIDATE NAME Education Previous Experience Job Accomplishment s Skills and Knowledge Personal Attribute s Previous Appraisal or Rating TOTAL Notes: Notes: Notes: Notes: Notes: Notes: Page 1 of 5 © 2014 Harvard Business School Publishing. All rights reserved. Harvard Business School Publishing is an affiliate of Harvard Business School.

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Page 1: dwl62ljnkbjtp.cloudfront.net€¦ · Web viewBy tallying the total scores and reviewing your interview notes, you can begin to identify which candidate is the right person for the

Decision-Making Matrix

INSTRUCTIONS

Use this decision-making matrix to evaluate job candidates for a particular position. For each candidate, enter a score for each of the key areas. By tallying the total scores and reviewing your interview notes, you can begin to identify which candidate is the right person for the job.

JOB TITLE:

KEY AREA RATINGS: Poor --1---2---3---4---5--Excellent

CANDIDATE NAME EducationPrevious

Experience

Job Accomplishment

sSkills and

KnowledgePersonal Attributes

Previous Appraisal or

Rating TOTAL

Notes:

Notes:

Notes:

Notes:

Notes:

Notes:

KEY AREA RATINGS: Poor --1---2---3---4---5-- Excellent

CANDIDATE NAME EducationPrevious

Experience

Job Accomplishment

sSkills and

KnowledgePersonal Attributes

Previous Appraisal or

Rating TOTAL

Page 1 of 5

© 2014 Harvard Business School Publishing. All rights reserved. Harvard Business School Publishing is an affiliate of Harvard Business School.

Page 2: dwl62ljnkbjtp.cloudfront.net€¦ · Web viewBy tallying the total scores and reviewing your interview notes, you can begin to identify which candidate is the right person for the

HARVARD MANAGEMENTOR

Notes:

Notes:

Notes:

Notes:

Notes:

Notes:

Notes:

Notes:

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Page 2 of 2© 2012 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.