阅读模拟 10 · 第一印象与面试
划词查词是会员功能；查词面板（右上角按钮，或快捷键 /）不限次数，任何单词都能查。
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试卷内划词查词为会员功能 · 右上角查词面板不限
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Interviewers like to believe that they judge candidates on evidence. Studies of hiring suggest otherwise. In one experiment, trained interviewers watched twenty-minute recordings of the same candidate and were asked to rate her. Half were told she had a warm personality; half were told she was cold. The first group rated her as more competent, even though the words she spoke were identical.
What this shows is not that interviewers are careless, but that human judgement is built to work quickly. In most of ordinary life, a fast impression is accurate enough, and the cost of being wrong is small. A hiring decision is different: it is made once, it is hard to reverse, and the information available in twenty minutes is thin.
Some companies have responded by removing the unstructured interview altogether, replacing it with work samples and structured scoring. The results are modest but consistent: structured methods predict performance slightly better, and they reduce the influence of similarity between interviewer and candidate.
Yet the interview survives, because it answers a question that tests cannot: would we want to work with this person every day? The reasonable solution is therefore not to abolish the interview but to treat it as one piece of evidence among several, and to decide in advance what evidence would change your mind.
What did the experiment find?
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Why is fast judgement unsuitable for hiring?
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What is the advantage of structured methods?
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Why does the interview still exist?
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What is the author's recommendation?
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