---
esco_uri: http://data.europa.eu/esco/skill/e1f09038-b493-4771-ae29-a2d3e7ea013a
esco_label: "document interviews"
relation: essential
onet_soc: 13-1071.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# document interviews — Recruiter

As a Recruiter, 'documenting interviews' isn’t just *taking notes*; it's building the foundation for informed hiring decisions. Daily, this means accurately capturing candidate responses – not verbatim necessarily, but key details about skills, experience, motivations, and cultural fit. Think beyond simple skill lists; you need to record *how* a candidate describes their accomplishments (STAR method examples are crucial!), behavioral cues, and any red flags. Tools range from ATS-integrated note sections (Lever, Greenhouse, Workday) to dedicated interview scorecards or even quick audio recordings (with consent!).

A common pitfall is getting caught up in ticking boxes on a pre-defined form *instead* of truly listening and capturing nuanced information. Overly structured notes can miss important context. Another mistake? Vague language ('good communicator') versus specific examples ('explained complex technical concepts to non-technical stakeholders'). Good documentation anticipates the needs of the hiring manager – it’s not just what the candidate said, but *why* it matters for this role and team.

What 'good' looks like is a concise, objective record that allows you (or another recruiter) to reconstruct the interview weeks later. It includes quantifiable achievements where possible ('increased sales by 15%'), clear indications of strengths/weaknesses related to the job description, and any concerns requiring further investigation (reference checks).  It’s also about flagging 'gut feelings' – a brief note like 'candidate seemed hesitant when discussing team collaboration' can be invaluable.

Finally, remember legal compliance. Documentation should be consistent across candidates to avoid bias claims. Avoid subjective opinions *unless* they are directly supported by observed behavior or responses.  Proper documentation protects both the company and you as a recruiter.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
