For the structured interview (taken from Tanglewood Case 6):

• The best interview questions have several key qualities. First, they are broad enough to actually allow variability in answers; in other words, not every applicant gives the same answers. Second, they are directly relevant to important elements of the job. Third, they do reflect knowledge or skills that a person could realistically acquire while on the job.
• Situational interviews: the core to writing good situational interview questions is establishing a scenario that the applicant will react to. These can blend into work samples or problem-solving tasks related to the job. Good situational interview questions are realistic enough that the applicant will actually experience the same emotions you are trying to represent. For example, in a situational interview designed to assess customer service skills, an applicant might be asked to confront a manager pretending to be a frustrated shopper. In a situational interview designed to assess teamwork ability, an applicant might be asked how he or she would cooperate with a group of individuals to solve a difficult problem at work.
• Behavioral interviews: these are interview questions that ask a person to explain previous experiences related to the KSAO required for the job in question. Many of these questions begin with "Tell me about a time you had to...." For example, an individual interviewing for a customer service job might be asked, "tell me about a time that you had to interact with an angry customer." The key function of behavioral interviews is to obtain a more detailed picture of the experiences of a candidate and determine how well they can relate their experiences to the position at hand.
• A scoring key is an extremely important part of the structured interview process. Most scoring keys are developed by describing behaviors on a graduated scale ranging from very poor to very good. A good scoring key is behaviorally specific and reflects real attributes that a person might possess and demonstrate on a job. The biggest problem with scoring keys is that they are often too easy or too hard, so actual scores end up being bunched together with no real variance. (See the example of a question from a structured interview with scoring key on p. 11 of the Tanglewood Case 6). Required three citation.