{"id":6417,"date":"2024-09-27T02:37:20","date_gmt":"2024-09-27T02:37:20","guid":{"rendered":"https:\/\/kl9992.com\/blog\/?p=6417"},"modified":"2026-02-27T17:25:25","modified_gmt":"2026-02-27T10:25:25","slug":"giai-de-ielts-writing-task-2-thi-may-bc-ngay-9-8-2024","status":"publish","type":"post","link":"https:\/\/kl9992.com\/blog\/giai-de-ielts-writing-task-2-thi-may-bc-ngay-9-8-2024\/","title":{"rendered":"Gi\u1ea3i \u0111\u1ec1 IELTS Writing task 2 thi m\u00e1y BC ng\u00e0y 9\/8\/2024 <\/br> (B\u00e0i lu\u1eadn v\u1ec1 hi\u1ec7u qu\u1ea3 c\u1ee7a ph\u01b0\u01a1ng ph\u00e1p tuy\u1ec3n d\u1ee5ng qua ph\u1ecfng v\u1ea5n)"},"content":{"rendered":"\n\n
Interviews often form the basis of selection procedures in many large companies. Some think that this means is not reliable in choosing people to employ and other methods should be used. To what extent do you agree or disagree?<\/span><\/p>\n BC – IELTS Computer-delivered test \u2013 August 9th<\/sup> 2024<\/span><\/p>\n<\/div>\n \u0110\u1ec1 b\u00e0i n\u00e0y c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c d\u1ecbch l\u00e0 “Ph\u1ecfng v\u1ea5n th\u01b0\u1eddng l\u00e0 c\u0103n c\u1ee9 cho quy tr\u00ecnh tuy\u1ec3n ch\u1ecdn trong nhi\u1ec1u c\u00f4ng ty l\u1edbn. M\u1ed9t s\u1ed1 ng\u01b0\u1eddi cho r\u1eb1ng ph\u01b0\u01a1ng ph\u00e1p n\u00e0y kh\u00f4ng \u0111\u00e1ng tin c\u1eady trong vi\u1ec7c l\u1ef1a ch\u1ecdn ng\u01b0\u1eddi lao \u0111\u1ed9ng v\u00e0 c\u00e1c ph\u01b0\u01a1ng ph\u00e1p kh\u00e1c n\u00ean \u0111\u01b0\u1ee3c s\u1eed d\u1ee5ng. B\u1ea1n \u0111\u1ed3ng \u00fd hay kh\u00f4ng \u0111\u1ed3ng \u00fd \u0111\u1ebfn m\u1ee9c \u0111\u1ed9 n\u00e0o?”<\/p>\n V\u1edbi d\u1ea1ng b\u00e0i Agree or Disagree<\/a><\/span><\/span>, b\u1ea1n c\u00f3 th\u1ec3 ch\u1ecdn c\u00e1ch tri\u1ec3n khai \u0111\u1ec1 b\u1eb1ng vi\u1ec7c ho\u00e0n to\u00e0n \u1ee7ng h\u1ed9 hay ho\u00e0n to\u00e0n kh\u00f4ng \u1ee7ng h\u1ed9, \u1edf b\u00e0i m\u1eabu n\u00e0y tri\u1ec3n khai theo h\u01b0\u1edbng 5 \u0111o\u1ea1n v\u0103n, trong \u0111\u00f3 c\u00f3 3 \u0111o\u1ea1n th\u00e2n b\u00e0i, th\u00ec 1 \u0111o\u1ea1n th\u00e2n b\u00e0i \u0111\u1ea7u ti\u00ean l\u00e0 agree, 1 \u0111o\u1ea1n th\u00e2n b\u00e0i ti\u1ebfp theo l\u00e0 disagree, \u0111o\u1ea1n th\u00e2n b\u00e0i th\u1ee9 3 s\u1ebd \u0111\u01b0a ra quan \u0111i\u1ec3m thi\u00ean v\u1ec1 h\u01b0\u1edbng agree, v\u00e0 cung c\u1ea5p gi\u1ea3i ph\u00e1p thay th\u1ebf cho vi\u1ec7c ph\u1ecfng v\u1ea5n.<\/p>\n I. Disagree<\/strong><\/p>\n Lu\u1eadn \u0111i\u1ec3m 1: Ph\u1ecfng v\u1ea5n l\u00e0 m\u1ed9t ph\u01b0\u01a1ng ph\u00e1p hi\u1ec7u qu\u1ea3 \u0111\u1ec3 \u0111\u00e1nh gi\u00e1 k\u1ef9 n\u0103ng m\u1ec1m c\u1ee7a \u1ee9ng vi\u00ean.<\/strong><\/p>\n Ph\u1ecfng v\u1ea5n tr\u1ef1c ti\u1ebfp cho ph\u00e9p \u0111\u00e1nh gi\u00e1 kh\u1ea3 n\u0103ng giao ti\u1ebfp, thuy\u1ebft tr\u00ecnh, x\u1eed l\u00fd t\u00ecnh hu\u1ed1ng, v\u00e0 s\u1ef1 t\u1ef1 tin c\u1ee7a \u1ee9ng vi\u00ean.<\/p>\n C\u00e1c k\u1ef9 n\u0103ng m\u1ec1m n\u00e0y r\u1ea5t quan tr\u1ecdng trong m\u00f4i tr\u01b0\u1eddng c\u00f4ng vi\u1ec7c hi\u1ec7n \u0111\u1ea1i.<\/p>\n Lu\u1eadn \u0111i\u1ec3m 2: Ph\u1ecfng v\u1ea5n c\u00f3 th\u1ec3 cung c\u1ea5p th\u00f4ng tin b\u1ed5 sung v\u1ec1 \u1ee9ng vi\u00ean.<\/strong><\/p>\n Ph\u1ecfng v\u1ea5n gi\u00fap hi\u1ec3u r\u00f5 h\u01a1n v\u1ec1 \u0111\u1ed9ng c\u01a1, m\u1ee5c ti\u00eau ngh\u1ec1 nghi\u1ec7p, v\u00e0 gi\u00e1 tr\u1ecb quan c\u1ee7a \u1ee9ng vi\u00ean.<\/p>\n \u0110i\u1ec1u n\u00e0y c\u00f3 th\u1ec3 gi\u00fap \u0111\u00e1nh gi\u00e1 s\u1ef1 ph\u00f9 h\u1ee3p c\u1ee7a \u1ee9ng vi\u00ean v\u1edbi v\u0103n h\u00f3a c\u00f4ng ty v\u00e0 y\u00eau c\u1ea7u c\u00f4ng vi\u1ec7c.<\/p>\n II. Agree<\/strong><\/p>\n Lu\u1eadn \u0111i\u1ec3m 1: Ph\u1ecfng v\u1ea5n c\u00f3 th\u1ec3 b\u1ecb \u1ea3nh h\u01b0\u1edfng b\u1edfi y\u1ebfu t\u1ed1 ch\u1ee7 quan.<\/strong><\/p>\n C\u00e1c nh\u00e0 tuy\u1ec3n d\u1ee5ng c\u00f3 th\u1ec3 b\u1ecb \u1ea3nh h\u01b0\u1edfng b\u1edfi c\u00e1c y\u1ebfu t\u1ed1 nh\u01b0 ngo\u1ea1i h\u00ecnh, gi\u1ecdng n\u00f3i, ho\u1eb7c \u1ea5n t\u01b0\u1ee3ng ban \u0111\u1ea7u.<\/p>\n \u0110i\u1ec1u n\u00e0y c\u00f3 th\u1ec3 d\u1eabn \u0111\u1ebfn \u0111\u00e1nh gi\u00e1 kh\u00f4ng c\u00f4ng b\u1eb1ng v\u00e0 b\u1ecf qua nh\u1eefng \u1ee9ng vi\u00ean c\u00f3 ti\u1ec1m n\u0103ng.<\/p>\n Lu\u1eadn \u0111i\u1ec3m 2: Ph\u1ecfng v\u1ea5n kh\u00f4ng th\u1ec3 \u0111o l\u01b0\u1eddng \u0111\u01b0\u1ee3c th\u00e0nh t\u00edch th\u1ef1c t\u1ebf c\u1ee7a \u1ee9ng vi\u00ean.<\/strong><\/p>\n Ph\u1ecfng v\u1ea5n ch\u1ec9 c\u00f3 th\u1ec3 \u0111\u00e1nh gi\u00e1 kh\u1ea3 n\u0103ng thuy\u1ebft tr\u00ecnh v\u00e0 giao ti\u1ebfp c\u1ee7a \u1ee9ng vi\u00ean, kh\u00f4ng th\u1ec3 ki\u1ec3m tra tr\u1ef1c ti\u1ebfp ki\u1ebfn th\u1ee9c v\u00e0 kinh nghi\u1ec7m c\u1ee7a h\u1ecd.<\/p>\n \u0110\u1ec3 \u0111\u00e1nh gi\u00e1 ch\u00ednh x\u00e1c n\u0103ng l\u1ef1c c\u1ee7a \u1ee9ng vi\u00ean, c\u1ea7n k\u1ebft h\u1ee3p ph\u1ecfng v\u1ea5n v\u1edbi c\u00e1c ph\u01b0\u01a1ng ph\u00e1p kh\u00e1c nh\u01b0 ki\u1ec3m tra ki\u1ebfn th\u1ee9c, b\u00e0i t\u1eadp th\u1ef1c h\u00e0nh, ho\u1eb7c tham kh\u1ea3o \u0111\u00e1nh gi\u00e1 t\u1eeb ng\u01b0\u1eddi qu\u1ea3n l\u00fd tr\u01b0\u1edbc \u0111\u00e2y.<\/p>\n While interviews have long been a cornerstone<\/strong> of recruitment processes in numerous large organizations, their reliability in selecting suitable candidates remains a subject of debate. While I acknowledge the limitations of interviews, I contend that they remain an indispensable<\/strong> tool in the hiring process when used in conjunction with other assessment methods.<\/span><\/p>\n Undoubtedly, interviews offer a unique opportunity to evaluate candidates’ soft skills, such as communication, interpersonal abilities, and problem-solving skills. These intangible<\/strong> qualities are often difficult to quantify<\/strong> through other means and are crucial for success in many roles. Moreover, interviews provide a platform for candidates to showcase their personality, motivations, and cultural fit within the organization. Such insights can be invaluable in determining if an individual is likely to thrive in a particular company culture.<\/span><\/p>\n However, it is essential to recognize the inherent<\/strong> subjectivity of interviews. The outcomes can be significantly influenced by factors such as the interviewer’s biases, the candidate’s performance on the day, and the overall rapport established during the conversation. Additionally, interviews may not accurately reflect an individual’s actual abilities or accomplishments. For instance, a highly skilled candidate may struggle to articulate their expertise in a face-to-face setting, leading to an unfair assessment.<\/span><\/p>\n To mitigate<\/strong> these limitations, organizations should adopt a multifaceted approach to recruitment that complements interviews with other assessment methods. For example, aptitude<\/strong> tests can provide objective measures of cognitive abilities and technical skills. Work samples or simulations<\/strong> can evaluate practical skills and problem-solving capabilities in a more realistic context. Furthermore, gathering feedback from previous employers or colleagues can offer valuable insights into a candidate’s past performance and work ethic.<\/span><\/p>\n In conclusion, while interviews possess certain limitations, they continue to play a vital role in the recruitment process. By recognizing the subjective nature of interviews and combining them with other assessment methods, organizations can make more informed hiring decisions. A holistic<\/strong> approach that considers both qualitative and quantitative data is essential to identify candidates who possess the necessary skills, experience, and cultural fit to contribute to the organization’s success.<\/span><\/p>\n<\/div>\n B\u1ea3ng t\u1eeb v\u1ef1ng n\u00e2ng cao:<\/strong><\/p>\n
<\/p>\n<\/span>Ph\u00e2n t\u00edch \u0111\u1ec1 b\u00e0i<\/span><\/h2>\n
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<\/a><\/p>\n<\/span>D\u00e0n b\u00e0i th\u00e2n b\u00e0i<\/span><\/h2>\n
<\/span>B\u00e0i lu\u1eadn band 8.5<\/span><\/h2>\n
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