Interviews form the basic selecting criteria for most large companies. However, some people think that the interview is not a reliable method of choosing whom to employ and there are other better methods. To what extent do you agree or disagree?

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Introduction
It is often claimed that a face-to-face conversation with a candidate, which remains the main way large firms choose their staff, is a poor guide to how well that person will actually work.
While
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I accept that meeting applicants in person has real value, I largely agree with
this
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view because a short interview rewards confidence rather than competence, and better tools already exist.
Body paragraph 1
Admittedly, the case for interviews is not without merit. The most obvious point is that a manager can judge qualities that no document reveals,
such
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as politeness, enthusiasm and the ability to explain ideas clearly. In Morocco,
for instance
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, the hotels of Marrakech still meet every receptionist in person, since a warm manner matters more than a certificate when guests arrive tired. A conversation
also
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lets the applicant ask questions, so both sides discover early whether they suit each other.
Body paragraph 2
Nevertheless
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, a single meeting is a weak basis for a decision that may
last
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for years. The most important reason is that interviews measure performance under pressure for thirty minutes,
whereas
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most jobs demand steady effort over months. If a shy engineer freezes when questioned, she may still write excellent software. A second limit of the same method is bias, as interviewers tend to favour people who resemble themselves, and,
consequently
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, talented candidates from different backgrounds are unfairly rejected. A bank in Casablanca,
for example
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, replaced its interviews with a half-day practical test, and the staff it hired afterwards stayed longer and made fewer errors.
Moreover
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, the same approach works beyond offices because a factory can watch a welder weld and a hospital can observe a nurse on a ward. In my view,
therefore
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, companies should use work samples, trial periods and references as the main filter, with the conversation kept only as a final check.
Conclusion
In conclusion, meeting candidates reveals character, yet it says little about daily performance. On balance, practical tests and trial periods are far more reliable ways to choose employees.

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task response
Your view is clear from the start and stays the same: you mostly agree that interviews are not the best main way to choose staff. To make the answer even stronger, say more clearly why work tests and trial time are better in all kinds of jobs, not only in the examples given.
task response
Your main ideas are well explained. You show both sides: interviews can show how a person talks and acts, but they can also reward confidence and allow unfair personal choice. Keep this clear balance in future essays.
task response
Your examples fit the ideas well. The hotel, bank, factory, and hospital examples help the reader see your point. Make sure examples sound real and give a short, direct link back to the main idea after each one.
coherence and cohesion
The essay has a strong shape: opening view, one paragraph on the other side, one paragraph for your main view, and a short ending. This makes it easy to follow.
coherence and cohesion
Your linking words are used well, such as 'Admittedly', 'Nevertheless', 'Moreover', and 'In conclusion'. In a few places, use shorter links or no link at all, so the writing does not feel too planned.
coherence and cohesion
The long paragraph on the main view has several good points. You could make it even clearer by putting bias in its own paragraph, or by using a very clear first sentence for each new point.
task response
You answer the whole question and give a clear personal view throughout the essay.
task response
The point that a short meeting may test calm speech more than real job skill is strong and well explained.
coherence and cohesion
Each paragraph has one clear job, and the ending matches the view in the opening.
coherence and cohesion
The ideas move in a natural order, from the good side of interviews to the problems and then to better ways.
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