Rubrics

Hiring designers is one of the most consequential responsibilities of design leadership. While intuition plays a role, the goal is to gather objective information about a candidate's potential for success. This comes primarily from evaluating their experience with similar work in similar contexts, and when that's not available, understanding their problem-solving frameworks and approaches.

Why Rubrics Matter

Rubrics create consistency across interviewers and candidates while reducing (but not eliminating) the impact of unconscious bias. They help teams focus on relevant skills and experiences rather than arbitrary preferences or pattern matching.

A well-designed rubric transforms subjective impressions into measurable observations. Instead of vague feelings about a candidate being "not quite senior enough" or having "great potential," rubrics push us to identify specific behaviors and capabilities that indicate readiness for the role.

Crafting Effective Rubrics

Start by defining what success looks like in the role. For a senior product designer, this might include leading complex projects independently, mentoring associate designers, track record of launching products, and influencing product strategy. The rubric should reflect these key responsibilities through concrete, observable behaviors.

For each interview question or evaluation area, document three levels of responses:

Needs Development "I would solve this by making it look nicer" indicates a surface-level understanding of design's role in problem-solving. The candidate focuses solely on aesthetics without considering user needs or business context.

Meets Expectations "First, I'd validate the problem through user research and metrics. Then I'd explore solutions through rapid prototyping, getting feedback from users and stakeholders throughout the process." The candidate demonstrates a structured approach incorporating both user needs and business goals.

Exceeds Expectations "Based on my experience with similar challenges, I'd start by analyzing our metrics to size the opportunity. I'd then conduct targeted research to understand user pain points, while working with engineering to understand technical constraints. This would inform a design strategy that balances user needs, business goals, and technical feasibility." The candidate shows strategic thinking, draws from relevant experience, and considers multiple stakeholder perspectives.

Implementing Rubrics Effectively

Share the rubric with your entire hiring panel before beginning interviews. This ensures everyone understands what good looks like and helps calibrate expectations across different interviewers. Regular calibration sessions using real examples (anonymized) help maintain consistency over time.

Create space in your rubric for capturing specific examples and quotes. These concrete details prove invaluable during hiring discussions and help combat recency bias. They also provide excellent material for constructive feedback to candidates who aren't selected.

Remember that rubrics are guides, not checklists. A candidate might show exceptional ability in unexpected ways that your rubric didn't anticipate. Build in flexibility to capture these insights while maintaining the structure that makes rubrics valuable.

Learning and Iteration

Treat your rubrics as living documents. After each hiring cycle, gather feedback from interviewers about questions that worked well or needed clarity. Look for patterns in candidate responses that might suggest adjustments to your evaluation criteria.

Work closely with your recruiting partners and UX researchers to refine your approach. Researchers bring valuable expertise in structured evaluation and reducing bias. Recruiters can help identify which criteria might unnecessarily limit your candidate pool.

Beyond Individual Interviews

Extend your rubric thinking to other aspects of the hiring process, including other activities like case studies. This comprehensive approach helps ensure you're evaluating candidates fairly at every stage.

Consider sharing portions of your rubric with candidates, particularly for case studies. This transparency helps candidates understand your expectations and prepare effectively, leading to better signal in your evaluation process.

The ultimate goal isn't perfect prediction of success—some uncertainty is inevitable in hiring. Instead, rubrics help you make more informed decisions based on relevant evidence rather than implicit bias or incomplete evaluation. When used thoughtfully, they make your hiring process fairer, more consistent, and more likely to identify candidates who will thrive on your team.

Remember that rubrics serve your evaluation process; they shouldn't constrain it. The best rubrics create structure while leaving room for the human elements of hiring—the spark of potential, the unexpected strength, or the unique perspective that could transform your team.