I won't show the form itself, as I assume that is company confidential information, but I'll give you an honest description of the sections so that you know what we capture when we take notes post-interview.Strengths: we are asked to assess the candidate's experience, achievements, potential and other such factors that would indicate a fit for the role and company.Areas of Concern: We are reminded that listing anything here does not mean a "no" at the recommendation stage. It simply gives us a place to list anything we were concerned about. Often this is used to collect some follow up questions if something was not covered during the interview.Would we be an advocate for the candidate? The idea here is to find those people interviewers felt compelled that we must hire. Often we interview many people who probably could do the job, but we leave the interview thinking that there is probably someone else out there who could do it just as well or better, and perhaps we'll interview them next. But then there are times where you just know that you found the right one -- and this is where you can indicate that you'd be an advocate and why.If the role is for a manager there's a section for recording impressions about management capabilities vis a vis the management culture at Yahoo. Manager candidates will get asked questions about leadership style and dealing with conflict and change, etc. Second Chances: often the candidate is really great, but does not come across as being great for the role we are looking to hire at that interview. In those cases, there's a section where we can indicate that we'd recommend a re-interview with a different group so that we can do our best to get the right fit between the candidate and the role. It would be a real shame to lose a great candidate just 'cuz the specific role does not fit. Some interviews are set up as general positions where we'd hire the person and then figure out where to deploy them -- this is usually for the fairly senior architects, not the line engineers. In those cases, we'd skip this section. But if we find someone good, we'd like to make sure we can help match them with a group who can hire them.Rating scale: a number scale from "I don't think we should hire" to "Yes Yes Yes!" (OK, I'm making that up, but you get the point). This too helps quantify things so that we can compare the scores between two candidates and go back to those who were neutral or on an extreme and ask why.We get a lot of candidates at my work place -- the hiring machine is running like mad and we are interviewing like crazy. That said, we are being very selective. The idea (as best as I can interpret it -- I'm not part of the process itself), is that we are looking for those must hires, not just those who could do the job cuz they seem to know how to talk through an interview.So why an interview form? I think it helps consistency and fairness in the process. It helps the interviewers capture important details without being too specifying. Post-interview there are often a bunch of conversations with the team, the hiring manager, and the recruiter to see if this is the right fit or if there are outstanding questions. It's not magic, it's just good process.