Turn the value into a behaviour
Start with the value and ask what a person does when the value is present. If the value is care, the behaviour might be checks how a decision affects the person who receives the work. If the value is ownership, the behaviour might be raises a problem before the deadline, even when the problem is not solved yet.
Write the behaviour in a sentence a reviewer can recognise. A value that stays at the level of a slogan gives every reviewer a different idea of what to look for.
Ask for a real example
Ask the candidate for a moment when the behaviour mattered. What was the situation, what did they do and what happened next? The example does not have to be dramatic. A small moment from a normal project is easier to check than a story about a crisis.
Use the same question for every candidate. If the role needs a client example, say so. If the role is internal, ask for an internal example. The context keeps the answers comparable.
Score the evidence, not the fit
A reviewer can like a candidate and still find little evidence. A reviewer can find a candidate awkward and still see a clear example. Score the behaviour against the criterion and write the evidence next to it.
A general would I enjoy working with this person score measures similarity. Similarity is not a role requirement. If the team wants a particular working style, describe the style as a criterion and test it directly.
Prepare the anchor
For each value question, write what a strong answer contains, what a partial answer contains and what is missing. A strong answer names the situation, the choice and the result. A partial answer names the situation but not the choice.
Keep the anchor short. A reviewer should be able to read it before the answer and use it after the answer. A long rubric that nobody opens does not help the decision.
Train the reviewers
Run a short session with one recording and one value question. Ask each reviewer to score the answer alone, then compare the evidence. Where the scores differ, check whether the behaviour was clear or whether the reviewer used a personal preference.
Update the question or the anchor with what the team learned. A value question becomes useful through repetition, not through a longer list of values.
Keep the role in view
Values add context to a hiring decision. They do not replace the evidence that the candidate can do the work. Write down which criteria carry the decision and where the value question adds a relevant example.
The aim is a conversation about how the candidate works, not a test of whether the team would choose them as a friend. A clear behaviour, a real example and a written anchor keep the value connected to the role.