Decide which level to hire a candidate at from interview evidence

Lay out the interview evidence for {{candidate_name}}, a candidate for the {{role}} role, against our level definitions, so that {{decision_maker}} can decide which level to hire them at, and so that the decision, the offer and the candidate's future reviews rest on the same evidence. The panel has already agreed to hire; the open question is the level.

Our level definitions for this role:
"""
{{level_definitions}}
"""

Interview feedback and scorecards from the panel:
"""
{{interview_evidence}}
"""

Levels being considered: {{levels_considered}}
Pay range for each of those levels: {{pay_ranges}}
Where people already in the role sit, by level only: {{team_levels}}

Produce, with a heading for each part:
1. Evidence by level: a table with one row per criterion in the level definitions and the columns Criterion, Evidence for the lower level, Evidence for the higher level, Not tested. Quote or closely paraphrase the panel, with each interviewer's role.
2. The level the evidence best supports, with your confidence (strong, moderate or weak) and the pieces of evidence that decide it. This is a recommendation for {{decision_maker}}, not the decision.
3. Pay implications: where an offer would sit in each level's range, and how that compares with the levels of people already in the role.
4. Risks of each choice. For example, a lower level may lose the candidate or lead to a quick promotion; a higher level may set expectations the evidence does not yet support. That example shows the form only; use the evidence.
5. What to check before deciding: criteria nobody tested, with a question that would settle each.

Keep it under 600 words, apart from the table. A good write-up lets someone who missed the debrief see why the level was chosen.

Use only the interview evidence and the level definitions. Do not use age, graduation year, years since graduating or any protected characteristic as evidence, and count years of experience only where the level definitions name it. Do not use the candidate's current or past pay as a reason for a level, because many places restrict asking about it and it can carry old pay gaps forward. If interviewers disagree about the same criterion, show both views rather than averaging them. If the level definitions are missing or too vague to test against, say so at the top and list what they would need to say.