You seem to have made some (incorrect) assumptions based on very little text. Let me explain the process in somewhat more detail.
In my last company ($100B, publicly traded, extremely data driven), we interview candidates in a group of 2 (or more, but rarely) on clearly defined criteria to look for signals - in either direction.
During interview each of the interviewer looks for evidence to gather the signal - stronger the better and the purpose of the interview process is for all the interviewers to gather signals (preferably all criteria, preferably strong in either direction, but ofcourse bound by the realities of limited availability of time).
Once the interview process is over each interviewer jots down the signal strength and the related evidence on the scorecard independently and suggests the result of interview.
Later during a calibration, the signals and the evidences are presented to the interviewing peer group (recruiter, hiring managers, interviewers from other rounds), and pretty much disallows for any unconscious bias such as "I don't think Alice would be a good team lead (because she is a woman, and woman are not good managers), or "We should not hire Amit (because he is an Indian, and Indians write poor code").
Again the examples are too in-your-face, but unconscious bias is unconscious, and in the absence of having to defend your perspective to external parties with the support of evidences, which does not happen if there is only a single interviewer.
Think of it as the rubber duck for interview and biases, to keep your own unconscious bias as interviewer in check.
> Later during a calibration, the signals and the evidences are presented to the interviewing peer group (recruiter, hiring managers, interviewers from other rounds), and pretty much disallows for any unconscious bias such as "I don't think Alice would be a good team lead (because she is a woman, and woman are not good managers), or "We should not hire Amit (because he is an Indian, and Indians write poor code").
You've explained that your interview process has a predetermined scoring system which is a good start. I'm curious what the effect of this calibration stage is... did your company do predictivity and bias analysis on it?
In my last company ($100B, publicly traded, extremely data driven), we interview candidates in a group of 2 (or more, but rarely) on clearly defined criteria to look for signals - in either direction.
During interview each of the interviewer looks for evidence to gather the signal - stronger the better and the purpose of the interview process is for all the interviewers to gather signals (preferably all criteria, preferably strong in either direction, but ofcourse bound by the realities of limited availability of time).
Once the interview process is over each interviewer jots down the signal strength and the related evidence on the scorecard independently and suggests the result of interview.
Later during a calibration, the signals and the evidences are presented to the interviewing peer group (recruiter, hiring managers, interviewers from other rounds), and pretty much disallows for any unconscious bias such as "I don't think Alice would be a good team lead (because she is a woman, and woman are not good managers), or "We should not hire Amit (because he is an Indian, and Indians write poor code").
Again the examples are too in-your-face, but unconscious bias is unconscious, and in the absence of having to defend your perspective to external parties with the support of evidences, which does not happen if there is only a single interviewer.
Think of it as the rubber duck for interview and biases, to keep your own unconscious bias as interviewer in check.