CHAPTER 6
DIRECT COLLECTION OF INFORMATION ABOUT A CANDIDATE – EVALUATION OF PSYCHOLOGICAL CHARACTERISTICS

The collection of information includes the study of many components. The person’s appearance (from the hairstyle to the neatness), the manner of communication, the use of certain words and terminology, punctuality, and behavioral characteristics are analyzed. At this stage, the metaprogram profile, the candidate’s psychotype, his values and beliefs are determined.

Appearance

Accuracy, practical clothing, fashion style, colors of the wardrobe give tips on the qualities and behavior of the candidate, as well as how he treats his official duties. Appearance can also suggest what kind of psychotype the candidate may be. Although we must bear in mind that people prepare themselves for the interviews and put on what is accepted. Manicure, makeup, hair, perfume also contribute to the study. All this gives food for analysis, but, of course, does not fully characterize a person.

Recently, we had a candidate who came to us for verification. At first glance, judging by his appearance, he could have been hysteroid type. He had a bright yellow jacket on, a trendy hairstyle, light stubble, and good physical shape. But when he timidly knocked the door, entered the room with a rickety walk, sat down on the edge of the chair, and began to speak in an apologetic tone with tenseness, the first impression dispelled. He looked like a anxiety-valetudinary type who tried overcompensate it. During the interview the candidate often asked again, agreed with the verifier, did not defend himself in response to provocations. So I ask him a control question (questions that cause an emotional reaction, questions of uncomfortable truth):

– Have you ever gossiped about your bosses?

– Yes, it happened (confused).

– So are you a gossip?

– It turns out that I am.

«I have such a bad habit, I constantly double-check everything several times,» the candidate admitted. He did sports, loved to read, wanted to become a writer, and even had first steps in this. One could feel in him a certain creativity, which brought some changes into his appearance and slight confusion. Appearance might be sometimes deceptive, so analyze it carefully, along with other components.

Initial behavior

All people respond to situations individually, depending on their own experience, psycho-type, habits, thinking strategies. Even such things as the way the person entered the office, how he sat on a chair, how many questions he asked when filling out the questionnaire may say a lot about the person. Each choice made is a reflection of the person himself. For example, one person, passing by a branch that blocks his path, will simply throw it aside, and another one will bend down the branch.

We have a good story that illustrates this. There came two candidates for the position of sales manager. The first applicant turned out to be a shy young man of fine breeding. He timidly entered the room and asked questions on almost every column in the questionnaire in order not to make a mistake. The second one came into the office at ease, took a few candies from the table, without asking permission, spoke in a confident tone. In terms of his psychological characteristics, the second candidate turned out to be more suitable than the first one. In this position, politeness and accuracy are needed less than familiarity and confidence. These qualities are desirable for those who want to sell and persuade better than others.

Metaprogram profile

When we evaluate psychological characteristics based on linguistics and speech content, we begin with identifying a metaprogram profile. The combination of experience and world view of the individual we call the map. Everyone perceives the surrounding reality depending on the maps that exist in our heads. How do we collect information about the world around us to form our maps, where do we get it from, what do we pay attention to and how do we express it? It stems from our experience, environment, socialization, habits of people that we love, professional activities and other issues that form the filters of perception and thinking.

We have already spoken about the metaprogram profile, but just in case let us give the definition.

A metaprogram profile (MP profile) is a set of unconscious filters of a person’s perception, through which basic life and behavioral strategies and associated beliefs are formed. Using these filters, a person filters the incoming information and transmits it. Metaprogramm profile is being formed throughout life. When motives change, a metaprogram profile may also change, «stretch» so to say. Each metaprogram has 2 poles. The poles are the extreme opposite points of certain characteristics and features of the metaprogram. Several metaprograms have 3 poles, where the poles also reflect the degree of a particular characteristic. Metaprograms determine how a person behaves in different contexts. We have already mentioned above why do we need a metaprogram profile when evaluating a candidate. Let us recall.

The first and most important thing is to define the effectiveness of the candidate in the position he is applying for. The metaprogram profile will help to predict whether this candidate will be successful or not. Imagine that in the beginning a person works enthusiastically and fulfills various tasks, but then he runs himself out because of doing a job that is out of his character.

Knowing the MP profile also helps in determining how to convey information to the candidate. Imagine that two people are communicating, the first has the metaprogram «General» and the second one – metaprogram «Details».

What is this about? Let us give an example. The manager with the pole «General» sets the task: «Find out the main trends in the development of this direction.» And the performer with the pole «Detailed» immediately has a million questions in his head. He needs the maximum amount of information to clarify the task, to present it in detail. The MP-profile allows you to understand how to convey information to people in order to get the result that is expected.

Identifying the motivation metaprogram pole will tell you the main motives and motivators of a person. This knowledge allows you to put an employee into the conditions in which he can perform his tasks. And vice versa, it will become clear which working conditions are not suitable for a specific person. For example, people with motivation «FROM» feel much better when there are no immediate, «pressing» deadlines.

Also, with the help of metaprograms employers can define the speed of decision making and even the peculiarities of this decision. Is your employee an impulsive person or is he inclined to mull over his actions for a long time? Knowing the answer beforehand will give you an idea of what decision the employee will take: impulsive or carefully thought out.

Besides, metaprograms will tell you know who or what will influence this decision: the person himself, bystanders or some other sources. Apart from this, the MP-profile allows to find out a lot more. In a separate chapter, we will give detailed analyzes of the main characteristics of metaprograms, features of different poles, risk appetite and loyalty level.

Operational Psychodiagnostics

Operational psychodiagnostics is identification of characterological features of the basic psychotype, which depends on the strength and mobility of the nervous system, as well as on the basic emotion. This is a great tool, an effective model of personality evaluation, predicting the behavior and characteristics of a candidate. In contrast to the MP-profile, the basic psychotype is innate, but existence of psycho-traumatic experience imposes a significant imprint on the personality pattern of the candidate.

In a separate chapter of the book, we will recall the features of each psychotype, tell about the risk factors inherent to the candidate. You will be able to understand the conditions of adaptation and maladaptation; in which conditions a person will work well, in which not.

Values, beliefs of a person

Person’s values can be revealed through projective questions, when analyzing speech. One way or another people declare their values. When at the interviews we offer the candidate to tell about himself, we do not set any framework, leaving room for creativity. Let him tell about himself in a free way. Things that the candidate started his answer with, whether he asked for a narrower frame for the story, started talking about the family or did not mention a word about it, gives a hint about the candidate’s values. Noteworthy are the questions asked by the person himself. Did you notice that in the store some people ask only about the price, and some people only about the quality. Sometimes the behavior is more important than speech. Suppose a person during a conversation is trying to show his social status, brand of phone, car keys. Often, actions speak much more about personality than words.

The projective questions themselves are a simple but very powerful tool in order to learn about the person’s values. We will talk about projective issues in detail in another chapter of the book.

CHAPTER 7
METAPROGRAMS AND THEIR IMPACT ON THE CANDIDATE

Motivation metaprogram «TO» / «FROM»

This metaprogram is sometimes called «seeking-avoiding». The metaprogram «TO – FROM» describes the structure of motivation for actions in most contexts, except for:

– Actions from which a person subjectively receives pleasure. For example, a person loves the cake «Prague», and in order to enjoy it, he does not need to additionally motivate himself.

– Vital actions. In this case, the instinct of self-preservation plays a pivotal role.

In these situations, we do not look at the motivation. Everything else is evaluated.

Motivation «TO» the positive and motivation «FROM» the negative.

«TO» the positive – «I will do it to get something.»

«FFOM» the negative – «I will do it to avoid something.»

For example, you want to feed the dogs. If you want to do it so that they are full is the motivation «TO». To feed the dogs so that they do not die of hunger is the motivation «FROM».

People with «TO» motivation are motivated by positive consequences, by the result that is awaiting. They imagine positive effects, associate themselves with these effects and act in order to fulfill their plans. They do not need to be additionally «fueled»; they have a goal and can maintain motivation for a long time.

Employees with «TO» motivation are more prone to long-term, though not always realistic, planning. They are characterized by careerism. This motivation is good for some positions and strictly contraindicated for others.

In their speech such people use positive constructions and formulations, without the particle «NOT». When speaking, they refer to positive experience, respond positively to the tasks set and decisions made. A typical trend for people with «TO» motivation is that they prefer to participate only in those events that are subjectively perceived as «advantageous». They are less disposed to restrictions and cautiousness.

For people with «FROM» motivation getting away from the problem it is much more important than coming to a solution. Unlike with «TO» motivation people, the moment of goal-setting and planning is shorter, it is easier for them to work that way. If «TO» is a strategy, then «FROM» is a tactic. On the one hand, «FROM» motivation is a recheck and pessimistic planning. But it is also the ability to work in a situation of emergency, force majeure. On the other hand, it is a state of relaxation, lack of motivation for further development, when everything goes smooth and «Easy Street». If nothing urges and does not keep them up, people with «FROM» motivation stop taking pains, stop doing their best as they did before in tumultuous time.

Any salesman should have a «TO» motivation, because employees with «FROM» motivation would not strive to do more than they have already done.

How can the «FROM» motivation be seen in the speech? First of all it is negative constructions of sentences with the particle «NOT». Often there are words of responsibility, such as: must, need, ought to, have to. A large number of words with negative connotations and problematic formulations. Besides, there are references to negative experiences, skepticism and critical statements in relation to decisions and tasks.

– Adaptation / Disadaptation Factors

People with the metaprogram «TO» have a positive attitude towards long-term planning and prospects. In work they prefer to deal with creative tasks, creative input. They want to make their own decisions and take initiative. They respond to the positive backing up feedback that boosts their self-esteem.

Disadaptational factors for them include routine operational activities, lack of contact with people and creativity in work. In such an environment, they grow indifferent and tarnish. The impossibility of career growth, lack of understanding of the company’s goals and negative feedback keep a person with «TO» motivation from going ahead.

People with «FROM» motivation need clear criteria for evaluation and analysis. They are comfortable with decisions and events that do not question their routine. A clear schedule, specific tasks, a clear hierarchy and areas of responsibility – these are the conditions in which they work most efficiently.

Disadaptation factors for them are chaos, frequent changes of conditions and tasks. People with «FROM» feel bad in situations of uncertainty and they are less effective in situations that need flexibility.

– Professional activity

Based on the characteristics and conditions of adaptation and disadaptation, let us consider where the employee with one or another pole of the metaprogram will be successful.

A person with the metaprogram «TO» is most successful in creative activity, in solving communicative, organizational and commercial tasks. Designer, artist, journalist, actor, sales manager, project manager, top manager, entrepreneur (including network marketing), lawyer. These are the typical examples of professions where the «TO» metaprogram contributes towards success.

If we talk about the metaprogram «FROM», then such people are suitable for professions related to the controlling, supervisory, correcting, eliminating, analyzing tasks. This is where control is necessary, where it is important to avoid negative consequences. For example, in security, audit, analytics. This includes representatives of law enforcement agencies, the military, firefighters, lawyers, analysts, accountants (not chief accountants), economists, controllers, auditors, etc.