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 About
The Authors:

Ong Hong Him is an accomplished

speaker and an experienced professional
in Recruitment and Selection in Asia.
He has accreditations in Senior Human
Resource Professional (SHRP) and in
Directive Communication Psychology
consulting and training. He is certiÀed
in DISC and CBCI proÀling, and holds
an MBA, ACTA, DMS, Dip Mkt., Dip
Industrial Mgt, Dip Works Mgt., and
CREA.

As an Associate Partner and Associate

Trainer of Directive Communication
International, and Associate Trainer
and Course Developer with SHRI,
SPEC, MDIS., Ong has developed
course material and conducted over
2,000 lectures, workshops, and tutorials
in Hiring and Recruitment, Human
Resource Management, and Competency
Based Training and Assessment
(CBT/A) for ESS and WSQ programs.

His 35 years of HR expertise includes

consulting with Deloitte & Touche as
well as being the HR Director of BP,
Philips Petroleum, and Boise Cascade.
Arthur F. Carmazzi is the Founder proÀling tools used for “Psycho-
of the Directive Communication TM Productivity” management and
Methodology and Asia·s No. 1 attitude assessment. These tools have
Change Leadership Speaker Trainer. been implemented across a variety
He has been deemed as one of the of HR and Leadership disciplines by
Global Top 10 most inÁuential numerous multinationals to generate
Leadership Gurus by Global Gurus greater efÀciency of human capital.
International. Arthur F. Carmazzi has The unique “linked implementation”
21 years experience specializing in structure of Arthur·s tools and methods
psychological approaches to leadership have earned him and the Directive
and corporate culture transformation. Communication methodology
He is a renowned motivational accreditation from the prestigious
leadership keynote speaker and trainer American Institute of Business
in the Asian Region and has advanced Psychology.
Corporate Training with innovative
techniques and tools that have been
acknowledged by some of the world·s
greatest organizations. He is the best
selling co-author of “The 6 Dimensions
of Top Achievers”, and author of
“Identity Intelligence” and “Lessons
from the Monkey King”.
Arthur is the developer of the CBCI
(Colored Brain Communication
Inventory) and HDMA Emotional
 CONTENTS

1
SECTION ONE
The Psychology of Employee 2
Recruitment

- My Early Days in Employee 4

Recruitment

- What is your organization·s 6

culture and how does it affect
recruitment?

- What is “Gut-Feel” 7
Interviewing and why it will
destroy your organization?

- “Recruitment” – stand 8
alone or part of the
integral working of a
successful organization?

- Why is culture matching 9

essential?

- What is Directive 10
Communication Psychology?

- Foundations of Directive 11
Communication

- Applications to 12
Organizational culture
CONTENTS

- Directive Communication in 13
Training

- Applying Directive 14
Communication Process in
Employee Recruitment

- Steps for Employee 15

Recruitment

- Consequences of Hiring a 16
Bad Employee

- Why Applying Directive 17

Communication Psychology
in interviews is Essential for
Your Organisation?

- How playing games with 18

the candidate will
reveal their real character
and organizational Àt.

- Directive Communication 19
interviewing tools

- What do successful 22
organizations do in Employee
Recruitment?

- Why Do Organizations 24
Recruit?
 CONTENTS

- Job Analysis 25
Job Description
Job SpeciÀcation

- Key Issues in the 28

Recruitment Process

SECTION TWO 31

Applying Directive 32
Communication Tools
and interpretation for
Employee Interviewing and
Selection

- The importance of a 33
candidates Brain Color

- The importance of a 34
candidates emotional drivers
ranking

- Using a candidate·s reticular 35

activating system to identify
potential problems

- Brain Color and brain 36

Áexibility

- The Colored Brain Processors 38

- The Green Brain 38

CONTENTS

- The Blue Brain 40

- The Purple Brain 43

- The Red Brain 45

- Research Background 47

The DIRECTIVE 49
TM

COMMUNICATION SYSTEM

- Emotional Drivers 51

- The Eight basic Emotional 53

Drivers .

- The need for 54

“Love and Belonging”.

- The need for 55

“Control and Security”

- The need for “Diversity” 56

- The need for “Recognition 57

and SigniÀcance”

- The need for “Achievement” 58

- The need for “Growth” 59

- The need for “Excellence” 60

- The need for “Contribution” 61

 CONTENTS

- Culture matching and the 63

Pyramid of Commitment

- The Directive 65
Communication
tools used for interviewing
and selection process include:

- The CBC cards 66

- The Human Drivers 70

Mirrored Assessment
(HDMA)

- The World of Work Map 73

- The CBCI 76

SECTION THREE 79

Preparing for Employee 80

Recruitment

Part 1 - Before the Interview 81

a. Knowledge of the position to 81

be Àlled – (Job Description)

b. Knowledge of the job 81

requirements –
(Job SpeciÀcation)
CONTENTS

c. Knowledge of the Selection 82

Criteria –
(People Requirements)

d. Knowledge of Directive 82
Communications Psychology
and the interviewing tools

e. Prepare Interview Questions 82

based on the Selection
Criteria

f. Ensure that all interviewers 83

are well trained

g. Ensure that Candidates for 83

interviews are informed

h. Conducting Phone Interviews 83

i. Setting up the Interview 84

Room

j. Interviewers should read 84

Candidate·s CV thoroughly

k. Setting Goals and Assessment 84

guidelines

Part 2 - During the Interview 85

a. Understand the purpose of 85

an interview

b. Building Rapport 85
 CONTENTS

c. Active Listening 86

d. Taking Notes during the 86

interviews

e. Providing a positive image 86

during interviews

f. Ask Probing Questions 87

– “STAR” Approach

g. Ensure that all prepared 87

questions are asked

h. Keep candidates informed on 87

what to expect after
the interview

i. Application of DC Tools 88
during interviews

Part 3 - After the Interview 89

a. Complete the Candidates 89

Assessment Form

b. Make Decisions to Hire or to 89

Reject the candidate

c. Keep the selected Candidate 89

informed

d. Notify other candidates on 90

the outcome of their
interviews
CONTENTS

e. Observe Culture Match and 90

assimilation into the
organization during
probationary period.

f. Orientation Program for the 90

new Employee

Summary and 92

Conclusion
BOOKS AND REFERENCES 93

APPENDIX 94
SECTION ONE

The Psychology of 1

Employee Recruitment
 The Psychology
of Employee
Recruitment
And its Effects on Your Corporate
Culture

Forward by Arthur F Carmazzi: reason for high employee attrition. If

Working with Ong Hong Him has been bad recruitment is left unchecked more
a true delight. His background in HR employees could continue to resign
and vast experience in Recruitment and from employment.
Selection have opened new doors to the
way we select people to work with our This book is written for people who
2 organisations. With his applications of
Directive Communication Psychology,
wish to become experts in the science
of recruiting; introducing a new
I believe Ong to be the foremost employee to an organization; and
authority in Asia for selection of creating the effects that new employees
the right employees to enhance an will have, not only in contribution
organisation·s culture and excel in the to their jobs, but to the culture of the
position and they are hired for. organization itself.

Introduction by Ong Hong Him:

Employee Recruitment is often
perceived as a routine function of
Human Resource Management (HRM).
Line supervisors and managers would
harass staff in the HR Department
to Àll a vacant position whenever an
employee leaves the organization.
Nobody really cares to Ànd out why
the employee resigns. In the rush to Àll
the vacancy, HR may hastily Ànd the
replacement. Little did anyone know
that a “bad recruitment” could be the
 SECTION ONE

This book is also designed to elevate and experience on employee

the skill of staff from HR Department, recruitment, and to my partners in
line supervisors, line managers, Directive Communication International
recruiting ofÀcers, people from (Asia), friends, fellow trainers, and all
employment agencies, headhunters, others who had given me the support to
and students of Human Resource publish this book.
Management. It is intended for use as
a reference guide whenever they are
3
involved in employee recruitment.

I would like to take this opportunity to

thank all those who had helped in one
way or another to contribute towards
the making of this book, especially
to Arthur Carmazzi, the founder
of the Directive Communication
Psychology and CEO of Directive
Communication International (Asia)
who worked with me on this book,
for his mentoring and the sharing of
Directive Communication Psychology
applications to recruitment and
selection, and to his team of people
based in Bali for the graphics and
the design of the book cover. Special
thanks to my wife and children who
had encouraged me to share knowledge
 My Early Days
in Employee
Recruitment

The Àrst time I was involved in people. Employee Recruitment then

employee recruitment was in Singapore was primarily based on candidates·
-1962 when I was helping my dad in paper qualiÀcations, experience,
the factory during my school days. In and appearance. There were some
those days at least 30 job seekers would procedures as the company had a staff
queue up daily in front of the factory strength of around 800 and employee
4 premises looking for employment. The
crowd would disperse only when told
recruitment was carried out almost
on a daily basis. The interview and
that there was no vacancy for that day.. selection process was based on Job
Descriptions and Job SpeciÀcations.
Employee recruitment as I recalled There were no prepared questions used
was “just a chat “. The decision to hire for interviewing candidates and the
was based mainly on the candidate·s selection process was largely based
appearance. There was no “recruitment on “gut feel” of line supervisors and
structure or procedures” and little or no managers and the people involved in
preparation for interview and selection. the interviewing.
The jobs in the factory were mostly
manual and of routine nature requiring
minimum skills.

In 1968 I started work as a Personnel

& Industrial Relations Executive in a
vehicle assembly plant. Singapore was
at its early stage of industrialization.
Opportunities for employment were
scarce. An advertisement in the local
newspapers would attract hundreds of
 SECTION ONE

During the last 35 years I had prepared questions during interviews,

interviewed and recruited hundreds you will become more capable to Ànd
of employees as a HR practitioner, the right candidate in the interviewing
entrepreneur, realtor, and “headhunter”. and recruitment process.
My employee recruitment skills and
experiences were traditional and
conventional although over the years
the techniques and skills were reÀned
5
and improved.

The turning point came in 2006

when I Àrst met Arthur Carmazzi, the
founder of Directive Communication
International (Asia). Arthur showed
me the unconventional approach
to interviewing and selecting
candidates by applying Directive
Communication Psychology and the
tools for interviewing. I was very
impressed with the unique techniques
involved using the Colored Brain
Communication Inventory (CBCI)
cards, the Human Drivers Mirrored
Assessment (HDMA) and the World
of Work Map (WWM). With proper
planning and procedures, coupled with
the unconventional approach to asking
 What
What is your
is Directive
organization·s
Communication
culture and how
Psychology?
does it affect
recruitment? Directive Communication Psychology
deals with the psychology of people
working in groups. It identiÀes the way
people process information and react
An organization is an entity. It has companies
to emotions.haveIt isdeveloped
the way wea “culture”.
make
its own culture and identity. It has This culture
decisions andpromotes
take actiongrowth,
and the way
values, beliefs, preferences, ideas, diversity, responsibility,
we affect those around usexcellence,
as well as the
ethics, philosophies, visions, missions, and
way those around us affect us.with
achievement. Employees Two of
and goals. The behavior of people emotional
the Directivedrivers similar to those
Communication tools that
6
12 in an organization is different from of
arethe company·s
directly culture
applicable to will enjoy
the interview
that of another organization. When their work in those
and selection process environments
which we will and
an individual joins a particular gain fulÀ llment from their job.
discuss in the subsequent paragraphs On the
organization he/she is affected by other
are thehand thoseBrain
Colored who have different
Communication
the “organization·s culture” at an emotional drivers, regardless
Inventory (CBCI), and the Human of skill
emotional psychological level. and experience,
Drivers Mirroredmay Ànd themselves
Assessment
Some successful organizations have misÀ ts
(HDMA). and stressed. The application of
outstanding identities which they are Directive Communication Psychology
proud of e.g. Microsoft wants to be in the recruitment
According to the process helps to
ofÀcial
identiÀed as an organization with a eliminate
Directiverecruiting people who are
Communication
“Passion for Technology”, Deloitte “misÀts” into their organization·s
and Touche wants to be known as
website,
culture, or, identify candidates that can
an organization with the passion to Directive
actually Communication
IMPROVE is:
an organizations
“Help companies grow and people culture by their mere identity. The
excel in their work”, etc With clear process of “culture matching” is
identities of what they want to be, practiced when applying Directive
processes in accomplishing these Communication Psychology in
identities, and the psychology behind Interviewing and Selection.
the emotions attached to belonging to
and interacting in the identities, these
 SECTION ONE

What is
“Gut-Feel”
Interviewing
and why will
Foundations of Directive
it destroy your
Communication organization?
As individuals affect and are affected
“Gut feel”
by each interviewing
other in speciÀcand workselection
and
takes
personal environments, Directive are
place when the interviewers
not properly trained
Communication setsand
the questions
emotional and
asked at interviews are not
decision making base for optimizingdirected
or focused towards À nding
the way people interact with theeach
right
otheremployee. The interviewing
in an organization, team or is 13
7
unstructured and the selection
group. It enables individuals the is based
ability
solely on the interviewers· feelings,
to speciÀcally and positively direct
“likes and dislikes”.
enthusiasm and action There are no clear
for themselves
standards or guidelines
and the people around them.for selection.
It exposes
Very
individuals to the mental,turned
often the interviews out as
emotional,
chat sessions triggers
and physical and decisions made
that will leadare
to
based on feelings and the candidates·
improvement in their quality of life in
appearance instead
and out of work. Inof merits.Directive
essence,
Interviewers do not share
Communication practitioners much canwith
bring
the candidates about the job
out the best in themselves and othersand the
company, and there
in the various groups is they
no consistency
exist in.
in the interviewing and selection
process. Interviewers are usually bias
Applications to Organizational
and candidates chosen are based on
culture
their personal preferences. e.g. if they
are prejudiced with female employees,
Organizational
the candidates theyCulture
hire is inÁonly
will uencedbe
by the actions of a leader
men regardless of the knowledge, or the way
organizational
skills, policy is enforced.
and experience.
People react to those actions or
 “Recruitment”
What is Directive
– stand alone
Communication
or part of the
Psychology? The Diagram below shows Employee
integral working Recruitment as the integral part of
the HRM System. Success or failure
of a successful of running an organization depends
Directive Communication Psychology largely on within
discipline recruiting the “Right
an organization.
organization?
deals with the psychology of people Employees”.
The Directive Communication
working in groups. It identiÀes the methodology incorporates the latest
way people process information and breakthroughs in motivational and
react to emotions. It is the way we genetic psychology, and applies them
make decisions and take action and the in improving groups and corporate
way we affect those around us as well culture, and workforce enhancement,
as the way those around us affect us. and in high yield training
Two of the Directive Communication development.
8
12 tools that are directly applicable to the
interview and selection process which After work, many facets of
we will discuss in the subsequent leadership surface when Directive
paragraphs are the Colored Brain Communication is applied at home
Communication Inventory (CBCI), to cultivating better personal
and the Human Drivers Mirrored relationships, raising children,
Assessment (HDMA). and becoming more fulÀlled and
responsible citizens
According to the ofÀcial
Directive Communication
website,
Directive Communication is:

…a training and organizational

psychology developed by Arthur F
Carmazzi that affects how people
act and react in groups and teams.
It is a foundational science for
inÁuencing team dynamics to cultivate
high performance and across any
 SECTION ONE

Why is culture
matching
essential?

Foundations of Directive
Communication
The importance of “culture matching” Employees will be blaming each other
As individuals
can affect andwith
be simply illustrated are affected
the and taking less responsibility. There
by each of
analogy other in speciÀ
“bone c workinand
alignment” the would be more “in-Àghting” amongst
personal
human environments,
anatomy. Can youDirective
imagine if colleagues, and the adverse effect
Communication
your spine is not sets the emotional
in alignment with and would lead to more employees leaving
decision
the making
hip bones. base for
Imagine thatoptimizing
the joints the organization. Organizations who
theyour
waylegspeople interact with each
in
otherwould
You in an be
are not in alignment.
organization,
walking with team or
aches
wish to reduce the rate of employee
attrition should Àrst know their
13
9
group.
and painsIt enables
all over,individuals
your body the ability
posture organizational culture and be able to
to speciÀ
would be cally
crookedandandpositively
your legsdirect
would align the psychological makeup of the
enthusiasm
be bowed, and andyou action
just for themselves
wouldn·t be new recruits with the organizational
and the people
optimized aroundbeing.
as a human them. Likewise,
It exposes culture.
individuals
an organizationto the mental,the
requires emotional,
same
and physical
alignment triggers
to be that will lead to
at its optimum.
improvement in their quality of life in
and out of work.
Recruiting a new In essence,who
employee Directive
is a
Communication
“mismatch” practitioners
will surely canthe
devastate bring
out the best inability
organizations themselves and others
to be effective.
in the various groups
One bad employee can adversely they exist in.
affect the others like a virus. It is like
the case of a poorto“bone
Applications alignment”
Organizational
where
culture the body functions would not
perform at its peak. If the psychology
of your employees
Organizational is notisininÁ
Culture line with
uenced
the organization·s
by the actions of aculture,
leader or productivity
the way
would suffer because of
organizational policy is enforced.poor
teamwork
People react andtomiscommunication.
those actions or
What is Directive
Communication
What is Directive
Psychology?
Communication
Psychology?

Directive Communication Psychology foundational science for inÁuencing

deals with the psychology of people team dynamics to cultivate high
working in groups. It identiÀes the way performance within and across any
people process information and react discipline within an organization.
to emotions. It is the way we make The Directive Communication
10
12 decisions and take action and the way methodology incorporates the latest
we affect those around us as well as the breakthroughs in motivational and
way those around us affect us. Two of genetic psychology, and applies them
the Directive Communication tools that in improving groups and corporate
are directly applicable to the interview culture, and workforce enhancement,
and selection process which we will and in high yield training
discuss in the subsequent paragraphs development.
are the Colored Brain Communication
Inventory (CBCI), and the Human After work, many facets of
Drivers Mirrored Assessment (HDMA). leadership surface when Directive
Communication is applied at home to
According to the ofÀcial cultivate better personal relationships,
Directive Communication raising children, and becoming more
fulÀlled and responsible citizens.
website,
Directive Communication is:

…a training and organizational

psychology developed by Arthur F
Carmazzi that affects how people act
and react in groups and teams. It is a
 SECTION ONE

Foundations
of Directive
Communication

As individuals affect and are affected

by each other in speciÀc work and
personal environments, Directive
Communication sets the emotional and
decision making base for optimizing
the way people interact with each other 13
11
in an organization, team or group. It
facilitates the ability for individuals
to speciÀcally and positively direct
enthusiasm and action for themselves
and the people around them. It exposes
individuals to the mental, emotional,
and physical triggers that will lead to
improvement in their quality of life in
and out of work. In essence, Directive
Communication practitioners can bring
out the best in themselves and others in
the various groups they exist in.
What is Directive
Communication
Applications to
Psychology?
Organizational
culture

Organizational Culture is inÁuenced Directive Communication psychology

by the actions of a leader or the way is applied in organizations to allow a
organizational policy is enforced. small group of individuals or teams to
People react to those actions or create chain reaction transformation
enforcement, and then others react and nurture a more enriching and
12 to the people who are reacting. The effective work environment. It
organizational culture is perpetuated by provides the platform to effectively
the emotions associated to the reactions interact with and stimulate cooperation
and how people deal with those at multiple hierarchies in the work
emotions. force of peers, subordinates, and
To change a culture, leaders or management within the organization,
concerned individuals must overcome and, stakeholders at various levels.
the inherent reactions that people Directive Communication practitioners
have become used to and must are armed with the ability to inÁuence
have a catalyst to reinforce change. their environments and cultures
Directive Communication embodies within departments, teams, or the
the essence of minimizing “reaction” entire organizations. Whether it
within organization and cultivating is to cultivate a highly successful
intelligent “action”. It provides an team or organization, Directive
active awareness of the psychology Communication practitioners have the
that creates a speciÀc environment, tools to create positive change.
it is the catalyst that allows people to
see how their world is programmed
and provides the tools to inÁuence
transformation for a better world.
 SECTION ONE

Directive
Communication in
Training

In training, proprietary Directive forces, and break the barriers that limit
Communication facilitate the cooperation and productivity in any
process of transferring knowledge at people related discipline.
a super-conscious level that instills
a greater personal awareness for
effective implementation. Directive 13
Communication changes the way
people look at their environment and
how they affect it. It simultaneously
incorporates the methodology
with whatever curriculum may be
(customer service, leadership, project
management, sales, etc.) to engage
participants into a series of actions
to inÁuence their environment and
cultivate a setting that promotes
effectiveness of the application.
Directive Communication practitioners
apply their skills to a variety of
Training or Consulting focuses.
Training and consulting Programs
using Directive Communication
methodology will always cultivate
cohesiveness and leadership across
teams, departments and work
 Applying
What is Directive
Directive
Communication
Communication
Psychology?
Process in
Employee
Recruitment

Identify Organisational
14
12 Culture

Human Resource
Planning

Employee Recruitment
Applying:
- DC Psychology
- Culture Matching
- Job Matching
 SECTION ONE

Steps for Employee

Recruitment

- Identify desirable mental - Use CBC Cards for CBCI &

communication process HDMA for Emotional Drivers
IdentiÀcation processes
- Identify desirable Emotional
Drivers - Complete Candidate·s

- Identify Job Descriptions, Job

Assessment Form
13
15
SpeciÀcations - Make Hiring Decisions

- Identify desirable Attributes for - Employ New Employee

Recruitment
- Conduct Employee Orientation
- Identify Selection Criteria & Induction

- Prepare Interview Questions - Provide Training &

Development
- Prepare Candidate·s
Assessment Form - Observe Culture Matching
during probationary period
- Apply directive questioning
techniques in probing questions - Discover perception gaps
between new hire and existing
- Apply DC Psychology and staff
tools in interviewing process
- Employee Retention & Career
Planning
What is Directive
Communication
Consequences
Psychology?
of Hiring a Bad
Employee

16
12
 SECTION ONE

Why Applying
Directive
Communication
Psychology in
interviews is
Essential for Your
Organization?

Most candidates attending job 17

13
interviews would be well equipped
with model answers readily available
to handle the Interviewers. If you go
to a bookstore there are more than 20
books teaching people how to “win
a job” and shine during job interviews.
Some of them are wolves in sheep·s
skins appearing as “ideal employees”.
They come prepared with all their
model answers and interviewers would
be charmed by their charisma if they
are not well trained and ready to
handle deception.
What
Howisplaying
Directive
Communication
games with the
Psychology?
candidate will
reveal their real
character and
organizational Àt.

Directive Communication Interviewing

methodology embraces the principles
that human beings divulge more of
18
12 their true identity when operating at
the subconscious level. Through a
person·s reticular activating system
(the part of our brain that notices
events, things, and situations that
are signiÀcant to us), individuals are
unaware of the insights they reveal
as to their concealed behaviors and
habits. Through games/exercises,
the subconscious unlocks the
buried essence that a Directive
Communication trained interviewer
would be able to uncover the real truth,
no matter how well the candidates are
prepared for the interviews.
 SECTION ONE

Directive
Communication
interviewing tools

The process uses three speciÀc

exercises administered by a trained
interviewer or administrator (or
one who has read this book), these
exercises are:
13
19

- The CBC cards

 - The World of Work Map

12
20

- The CBCI
 SECTION ONE

These tools and how to interpret the

results of the exercises are discussed in
Section Two.

A byproduct of this component

13
21
of the interview is that the games
played would create a lasting impact
on the candidates whether or not
they eventually get hired. Directive
Communication interviewing
methodology adds fun to the selection
process.
What is Directive
What do
Communication
successful
Psychology?
organizations
do in Employee
Recruitment?

Successful organizations pay much the interviewing process to Ànalise

attention to employee recruitment “who to do what” in the interviews.
because they value their employees Interviewers would have a list of
and the company and they think “long Interview Questions and Candidates
term”. Hiring a new employee is like Assessment Form whenever they
22
12 adding a new “gear to the drive of the conduct recruitment interviews.
machine”. The new gear could either Different job positions would have
Àt well and machine will run smoothly different sets of requirements and all
throughout, or could not Àt well and interviewers are aware of the terms
the machine will have continuous and conditions of employment for
“problems”. the speciÀc job. (See sample forms in
Appendix.)
They set policies, procedures, and
guidelines for recruitment and ensure Successful organizations ensure that
that all interviewers for employee their new employees go through an
recruitment are well trained and know employee orientation & induction
what they are looking for in a new program and provide their employees
hire. All interviewers would have a with regular job related training
thorough knowledge of the job to be throughout their career with the
Àlled (Job Analysis, Job Description, organization.
Job SpeciÀcation). They would be
aware of the Selection Criteria. If
there are more than one interviewers
for the selection of a candidate, the
interviewers involved will meet before
 SECTION ONE

They are aware that a “Bad Hire” can - Cost of recruitment (direct and
cost the company losses amounting indirect expenses, e.g.
to 2 to 3 years salaries, or more, advertisement costs,
depending on the nature of work and opportunity losses for
the industry. The cost could even be time spent on interviews, etc)
higher in banking, Ànance related 13
23
jobs, and those jobs dealing with - Losses in productivity during
plant operations in a process industry, employee·s probationary period
e.g. oil reÀneries and pharmaceutical
companies. Cost factors taken into - Losses arising from poor
account for a “bad hire” are as follows: employee morale when
an employee resigns from the
- Mistakes from “incompetence” job
causing Ànancial losses
Successful companies are aware
- Mistakes in plant operations of the beneÀts of hiring the right
causing plant shut-downs employees. They know the advantages
to have a strong Team, and they value
- Losses arising from poor their employees as much as their
teamwork organization.
What is Directive
Communication
Why Do
Psychology?
Organizations
Recruit?

Before deciding on employee

recruitment, organizations should
consider other options like employee
transfer, promotion, job enlargement,
over-time work, outsourcing, etc.
12
24 The following are some reasons why
organizations recruit new employees:

a. New Positions arising from

growth
b. Employee resignations
c. Building a formidable
workforce for future
challenges and manpower
succession
d. Company reorganization
e. Other reasons
 SECTION ONE

Job Analysis

Job Analysis is an exercise to study

the nature of work performed by the
job holder, which includes his/her
normal duties and responsibilities.
Job Analysis is used as a basis for
writing the Job Description, as well as 25
13
Job SpeciÀcations. It is the prelude to
employee recruitment. All interviewers
must be fully conversant with the
nature of work, the job description and
job speciÀcation of the Position to be
Àlled.

The following are information captured

in a Job Analysis Exercise:

a. Job Title: e.g. HR Assistant

b. Present Incumbent (if any): e.g.
Johnny Tan
c. Position in the company·s
organization chart:
d. Reporting Status: e.g. Who
does the job holder report to.
What is Directive
Communication Job Description
Psychology? Job Description provides the list of
duties and responsibilities required of
the job holder. It contains the details of
activities, tasks, roles, and behavioral
characteristics of the incumbent, as
well as the competency standards
required in each respective function as
required by the job.
e. Brief description of the job:
f. Hours of work
g. Job Responsibilities:
h. Educational and Professional
12
26 QualiÀcations: e.g. CertiÀcates,
Diplomas, Degrees, Post
Graduates, etc
i. Skills and Ability required,
including special skills:
e.g. Class 3 driving license
(see sample form inAppendix)
 SECTION ONE

Job SpeciÀcation

Job SpeciÀcation indicates the

minimum qualiÀcations, skills,
attitudes, and experience required
for the job. The bigger the job
13
27
responsibility, the more speciÀcations
It depends on the nature of work, its
size, the level of reporting, span of
control, etc.
What is Directive
Key Issues in
Communication
the Recruitment
Psychology?
Process

other jobs within the company?

What is expected of the person
There are various issues to consider in terms of competencies,
when recruiting: standards, and other
expectations? What knowledge,
skills, and qualiÀcations
are required? What special
tools, equipment, or machines,
28
12 a. Clarity of purpose are involved? What special
physical efforts are expected
of the person? What is the
- Why the need for recruitment?
working environment, the hours
What kind of person are you
of work, etc? What safety and
looking for? Where do you
health related issues are there?
see the person going within the
What are the opportunities for
company in the “short term,
growth within the company?
mid-term, and long term”?
Would there be traveling or
relocation? etc.

b. Knowledge of the Job

(Job Description)

- What are the speciÀc duties

and responsibilities of the job?
Who does the person report to?
Who does the person supervise?
How is the job related to the
 SECTION ONE

c. Knowledge of d. Knowledge of People

Job Requirements (Job Requirements (Criteria
SpeciÀcation) for Selection)

- What is the minimum level of - What are the “Must Have”

education (CertiÀcate, Diploma, items, e.g. a Degree in
or Degree Level) required in Engineering, at least three
order for the person to perform years in a manufacturing 13
29
the tasks as required? What environment, computer
is the minimum experience skills, communication skills,
required, and what kind of language proÀciencies,integrity,
experience are required? What teamwork, leadership, honesty,
special skills are required? stability, etc.
What types of behavioral
styles would Àt the job best?
What attributes do we want the e. Interview Questions
person to have, e.g. integrity,
honesty, reliability, stability,
(Based on Selection
communication skills, Criteria)
presentation skills, physical
strength, manageability, The interview questions are
-
teamwork, ability to write, crafted to ensure that the
language proÀciencies, etc. candidates interviewed have the
desired knowledge, experience,
and attributes required of the
job. They are designed to allow
interviewers to “probe” for
What is more
Directive
information from the
candidates. Interviewers
point system” with different
points assigned to each factor
Communication
are trained on the “STAR”
approach in probing for
depending on the degree of
importance to the job position.
Psychology?
more information. STAR stands
for Situation, Task, Action, and
The factors are items directly
related to the selection criteria.
Results. They ask situational All interviewers are well trained
questions e.g. Tell me of an in the use of the forms and at
incident when a customer the end of the interviewing, the
shouts at you – what action did interviewers would summarise
you take? Then followed up the scores of each candidate
with probing questions after and they would meet together
hearing the candidate·s reply, to compare the scores and make
like - What happened? Would their hiring decisions. The
you have done something decision to hire a candidate
different if you had encountered must be unanimous. ( see
a similar situation?; What could sample form in Appendix).
be different and Why? An
12
30 example of a “task question”
could be – What would you do
if a customer shouts at you?
g. Interviewers Are Well
The follow up questions could Trained
be – Why would you do that?;
Are there other approaches to
solve the problem? (see sample - Interviewers should be properly
questions in Appendix) trained and only trained
interviewers are allowed to
participate in interviews. They
should understand Directive
f. Candidates Assessment Communication Psychology
Form and the application of DC Tools
in the interviewing process and
be well prepared with Directive
- This Form is used by Questions using the STAR
interviewers to assess Approach in probing questions.
candidates· scores for each
selection criteria identiÀed.
It is based on a “factor and
SECTION TWO

Applying Directive
Communication Tools 13
31
And Interpretation For
Employee Interviewing
And Selection
 Applying
What Directive
is Directive
Communication
Communication
Tools and
Psychology?
interpretation
for Employee
Interviewing and
Selection
Before we can use Directive - Our genetics provide the
Communication in the interviewing foundation for communication
process, we must know the foundations through which all stimulus
12
32 of it and its workings. is Àltered, but our emotional
drivers provide
For interviewing and selection, there the driving force for
are certain fundamentals we must learn. our actions (or inactions)
According to Directive Communication - If you combine brain
assumptions: processing and 3 of
- Each person processes the the 8 emotional
world around them based on drivers you will
genetic processors have over 16.8
- While we can not change million combinations.
our genetic processors, we can So brain color and emotional
learn “software” to drivers must be
compensate kept separate to clearly
- We are driven by eight primary comprehend their impact.
emotional drivers, these are
products of our environment
and are subject to change over
time
- Driver ranking is the basis for a
person·s motivation or
demotivation
 SECTION TWO

The importance
of a candidates
Brain Color

There are four primary genetic Likewise the communication process

“brain colors” viz. Red, Green, Blue, between colleagues is affected when
and Purple, and that people with you have different brain colors.
different colors have different ways of Knowing the brain color of your
perceiving the world and interpreting candidate will assist in identifying the
information. For example; there are potential conÁicts that may occur with
certain jobs that are more suitable or supervisors or subordinates. It will also
complement “Green Brained” people affect group performance. Each color
as opposed to “Red Brained” people represents attributes that can improve
13
33
(explained in Section Two ). Likewise group effectiveness when colors are
there are jobs that may require a combined.
combination of brain colors to be truly
effective. Understanding Brain Colors and the
ability to know candidate·s colored
Statistically, people with Green brain is the Àrst step in Ànding the
Brain are better suited for jobs that right employees for the right jobs,
require “quick actions”, and “fast best communication processes and
moving”. People with Red Brain to reduce conÁict while improving
are more suitable for jobs that are productivity. In training, colored brain
more analytical in nature. Blue Brain allows HR and Training managers to
people are more suited for jobs that cater education for most successful
are dealing with people, e.g. HR results.
Department, and the Purple Brain
people would do well with jobs that
require details and lots of information,
e.g, IT related.
What
The is Directive
importance
Communication
of a candidates
Psychology?
emotional drivers
ranking

Emotional Drivers are the foundation

of what motivates action or inaction.
They are the hidden portion of the
“iceberg” which is below the water
line. Knowledge of candidate·s
34
12 emotional drivers would provide a
better insight for the interviewers in
the selection process. A person with
emotional drivers for “growth and
challenges” would be more suitable
in an organization that is constantly
growing and expanding. On the other
hand a person with emotional driver of
security and control would feel more
comfortable to work in an organization
that is matured, stable, and established.
A person whose emotional drivers
include “Love and Belonging” would
work well in a job which is people
related, e.g. HR OfÀcer. A person who
has an emotional driver Recognition
& SigniÀcance would do better in a
job which provides opportunities to
be in the lime light e,g, PR, Sales &
Marketing, etc.
 SECTION TWO

Using a candidate·s
reticular activating
system to identify
potential problems

The reticular activating system is

triggered into motion when a candidate
looks at an object, person, or event that
he/she associates to past experience
or memory. In this association, the
candidate will subconsciously reveal 35
13
circumstances that they had negatively
experienced – they will usually
express negative events as something
beyond their control or as a result of
another party. The reality is that the
negative results stem from their own
difÀculties or character deÀciencies.
Example: someone who says, I would
like to work with a boss who really
understands me, would likely have
experienced on more than one occasion
bosses that Didn·t get along with the
candidate. Someone looking for a
group who can really work together,
most likely has difÀculties working in
groups. This dynamic maintains the
premise that people will look to outside
Àxes for their own deÀciencies.
What is Directive
Communication
Brain Color and
Psychology?
brain Áexibility

Brain Flexibility helps you to taking action toward it, yet many
communicate and build better situations require a red brained linear
rapport with others. The main and more analytical process. Rather
genetic foundation of our brains than sitting down and impatiently
communication does not change, but as attempt analysis (like a red brain says
12
36 we develop through our environment, you should), you would take a stand
we acquire Áexibility in how we are on active approach to analysis like
able to use our genetic processor. Just talking to others that may have similar
like writing software for a PC or a Mac experience and doing small scale tests
processor to accomplish a speciÀc task, of a larger project, by trying different
you can write software for your genetic outcomes to possible actions. This
brain processor. approach would be much easier to
interpret by a green brain and your
Throughout your life you may have analysis would be more accurate than
naturally found ways to do this through trying to do it in a red brain way.
trial and error. This has developed
your brain Áexibility. Yet you may Sometimes our environment (whether
still be struggling with being more it be culture, parents, social class, etc.)
creative or being more analytical or encourages a certain way to “BE”. If
more systematic or more sensitive to this way of being is a color other than
others… etc. Here is where awareness your original biological color, you
sets precedent to effortlessly accelerate would be having an internal conÁict
the process. For example if you are that may hinder your ability to truly
processing as a green brain, it is maximize your potential. For example
unnatural to analyze something without if you are dominantly green brained,
 SECTION TWO

but you grew up in an environment you do not often use, you become
that emphasizes structure and detail more balanced, more Áexible in your
(dominant purple brain characteristics), understanding and in working with
you may do things in a purple brain other views and approaches.
way and not fully develop your
primary nature to be more creative in 13
37
your approach. You therefore may rob
yourself of an even greater potential of
Being a green brain with the additional
Áexibility of your purple brain.

If you know your brain color and

understand your basic abilities, you can
visit the other colors and “Exercise”
your brain to become better rounded
in your own way of processing, and an
even better ability to understand and
work with other people.

Imagine working out in a gym, if you

concentrate on your arms and don·t
exercise your legs, you will have big
arms and little tiny, thin legs (this looks
funny). The same with your brain, by
exercising those parts of your brain
 The Colored Brain
Processors

Each area interprets processes and

communicates information like this:

A. The Green Brain:

12
38 People with a green brain process consistent need to act is tied to the
their surroundings as a summary of need to solidify the fuzzy big picture
the overall situation and see the “Big into reality and creates the craving to
Picture” (although it·s a fuzzy picture) complete things quickly. Interaction
of things they get involved in. Thinking with others in an exchange of ideas is
is in non-linear random chunks where part of the action sequence and assists
NOTHING is connected, so these in formulating direction. They easily
chunks get arranged into a variety of work with others to come up with
sequences to come up with multiple creative approaches and will have a
ways of approaching the same thing. big picture outcome in mind when they
Because of this randomness they start a project (even though the picture
can only fully concentrate on one may change as the results manifest
situation at a time even though they themselves. If there is a problem, they
work on multiple projects. Their action will set out to resolve it immediately.
sequence collects a little information, Green brain people usually ask a lot of
immediately takes substantial action, questions to try to understand things
processes information and actions, from an objective point of view. They
collects a little more information, work well with other people as well as
acts on it again, processes and shapes by themselves.
it some more, gets a little more
information and acts on it again… The
 SECTION TWO

The Green Brain Processor

The Green Brain Action Process

13
39

Communicating with green brained of shaping and reshaping ideas as

people can be challenging to some new information is received may
because they don·t pay much give others the perception of them
attention to detail and while they are being erratic or even Àckle. Because
good communicators, they are often of this randomness in thinking, they
too general in their explanations. tend to only focus on one thing at a
Also, because they tend to try to time, leaving individuals who are not
solve problems quickly and move the focus of attention at the time the
on, others may perceive them as impression that they are insensitive
impatient. Since ideas are always in to their needs, when in reality they
movement, the green brain process are simply unaware. And since they
 are usually expressing their ideas
with single-mindedness or passion,
some may feel that green brains are
“pushing” their views as the “only”
way, when in fact because of their
inclination for objectivity, they are
usually just putting them out to stir up
feedback.
Green brained people often Áourish
in roles that require innovation. They
are best for making speedy progress
and creating short term plans. Green B. The Blue Brain:
brained individuals are also best for
initiating change, and often develop
talents to get others excited from their Because of their intuitive base, blue
visionary inspirations. brain people process and communicate
12
40 in associations and perceptions. The
action sequence is a simultaneous one
and processes and shapes surroundings,
and starts to collect information at the
same time, processes it a little more and
takes a small action, more processing
and getting a little more information,
then another small action, then a little
more information with simultaneous
processing and shaping, Ànally they
start processing and acting at the same
time until it just become action. This
sequence provides an extra sensitive
ability to read and interact with other
people. Unlike green brains, everything
is connected for a blue brain, the
emotions and perceptions of long ago
connect with every new association
and the brain automatically checks
for correlations and discrepancies that
subconsciously yields their intuition.
 SECTION TWO

They are versatile and Áexible and are life. When they learn, they must have a
capable of playing many roles. This sense of personal connection with the
characteristic usually allows them to instructor. They usually will take the
be organized. They are true Multi- blame (look at where they may have
taskers as long as they don·t have too gone wrong) when something they are
much stimulus at the same time. Their involved in goes amiss. Blue brained
sensitivity to their surroundings and people communicate at a deeper level
the feelings of others also gives them with others because of their verbal
the ability to be empathic but sometime expressiveness and intuition.
creates difÀculty in differentiating their
own feelings from those of others.
Because of the constant connection
of events and emotions, relationships
and people are usually central in their

13
41
The Blue Brain Processor
 The Blue Brain Action Process

Analysis . Information . Action – in an almost simultaneous processing stream

12
42
Blue brained people are sometimes personal people issues and are masters
misunderstood because they will often of understanding and interpreting
take things personally. This comes feelings of others. For personal
from the difÀculty in separating their communication, they are intuitive
own feelings from others and their and can often address organizational
sensitivity to the feelings of others. insensitivities with a positive result.
They are also more prone to talk about They are natural organizers, especially
things that bother them, but NOT to when it comes to organizing other
get solutions as much as to just get people.
someone to listen to them. Others may
also have a difÀcult time relating to
their nature of openly sharing feelings.
And misinterpretations can also occur
because of the blue brains nature of
being nice, this can be seen by some as
insincere or sometimes as weakness.
They will be super in roles that interact
with people. They are great at resolving
 SECTION TWO

C. The Purple Brain:

Information is king to the purple strategic planning, and the creation of
brains, their processing requires them systems. The mental modelling sets a
to absorb lots of information before platform for implementation of ideas
they can take appropriate action. Their and operational functions usually
brains genetic make-up, connects manifested in a practical application.
information, time, tasks, people, etc. Because of their accumulation of
on a data framework. For them, the information and data that is catalogued
more information they have, the more for later use, they will often have a
stable a connection becomes and sense of individual identity rather
clarity of the relationship gives them a than group identity, yet family is of
sense of direction. The initial sequence great importance. They are usually
is to gather information, more more inclined to follow rules because
information, still more information, of their orderly nature. To learn, they
process and shape it, then act on it. need considerable context in a hands-
They need details, and information on environment, and sufÀcient time to
from different perspective to create
an almost 3D data model in their
assimilate the information. 13
43
brain. This clarity assists them in

The Purple Brain Processor

 The Purple Brain Action
Process

12
44 Purple brains are commonly or operations. The ability to plan and
misunderstood because they usually observe details are applied in practical
take much longer to act or make solutions to problems and improvement
decisions. Since they require so of current situations. The connected
much information, processing time way of processing can be applied to
is considerably longer (they may their strategic and detailed planning
appear to be doing nothing when in ability to create overall policies and
reality they are gathering necessary change.
information to be thorough). Their
meticulous attention to detail may
be perceived as Too Much in some
instances. Some may consider purple
brains as insensitive because they will
often not speak unless they feel it is
necessary, and seldom express their
feelings. They will often show their
caring by creating smooth operational
systems in life and work.
Purple brained people excel in areas
that require the development of systems
 SECTION TWO

D. The Red Brain:

Clarity is power to the red brains. Their people live their lives around a well-
action sequence collects information, deÀned value system, and seek to
cross references it, processes and create a clarifying structure to keep
shapes the information, cross those values from being violated. Red
references and processes it some more, brained people usually like and need
then acts on it. Because of the linear time to analyze and be alone to work.
cross-referencing nature, they usually Because of their strong sense of
maintain a clear sense of purpose and structure, communicating with Red
direction. Their brain tends to analyze brained people can sometimes be
situations constantly which aids in challenging because others may
being very clear and precise in their perceive them as inÁexible. They may
communication, dealing with only one also appear to be insensitive because
subject at a time. They process facts of their emotional non-expressiveness
logically, which carries the ability to and their ability to remain detached. If
detach themselves from situations and they see no value in change, they will
be extremely objective, this is why resist it strongly but not before taking
they do not usually express much time to analyze it thoroughly and in 13
45
emotion and tend to be calm under accordance with their values. If there
stress. They also process information is any real risk in the change, there
from a long-term perspective and will likely be resistance. Learning is
often think in the future. They usually also reÁected by this selective trait
think through issues to give completed in relation to their own beliefs and
thoughts, and are also good at catching principals, which determines if they
discrepancies and out of place ideas will accept new concepts or ideas.
in projects or planning. More than
any other brain color, red brained

The Red Brain Processor

 The Red Brain Action Process

The roles best suited for a red brained

person are long term strategic planning,
12
46 establishing values, vision and guiding
principles, and creating structure and
setting standards. They are also good at
delegating management of people while
maintaining overall direction.
 SECTION TWO

Research
Background

The Directive Communication Colored people as whole systems of mental-

Brain formulations are primarily emotional-physical interplay.
based on the “personality dynamic”
descriptions in the Human Dynamics Ned Herrmann: Whole Brain
body of research undertaken by Dr. Thinking
Sandra Seagal, David Horne and their Ned Herrmann, founder of Hermann
colleagues since 1979. These are International and the originator of
combined with elements from Ned Whole Brain Thinking, Àrst pioneered
Herrmann·s Whole Brain Thinking, the study of the brain in the Àeld of
which was undertaken with extensive business. In 1978, he created the 13
47
MRI testing on brain activity, and Herrmann Brain Dominance Indicator
from C.R. Cloninger·s Temperament (HBDI) to proÀle thinking styles and
and Character research on genetic and learning.
environmental inÁuences.
C.R. Cloninger: Temperament and
These works are: Character
Cloninger·s biosocial model of
Dr Sandra Seagal and David Horne: personality posts seven domains of
Human Dynamics personality as measured by his 1994
Human Dynamics is a new body of work Temperament and Character
work regarding human functioning that Inventory (TCI). TCI has since been
is the outcome of original investigation used to further identify the genetic
undertaken by Dr. Sandra Seagal, dispositions of individuals pertaining
David Horne and their colleagues to non-social or dysfunctional
since 1979. These investigations, behaviour in and out of work.
which have so far involved more than
80,000 people representing more than
25 cultures, identify fundamental
distinctions in the functioning of
 The Directive Communication People and Realizing the Potential
Colored Brain formulations associate in Our Organizations 1997: Pegasus
components of Ned Herrmann·s whole Communications, Waltham, U.S.A. or
brain thinking and the personality visit their website.
Dynamics systems described by
12
48 Dr. Sandra Seagal and David For more on Ned Herrmann and Whole
Horne with brain functions, which Brain Thinking , pick up the book:
Arthur F. Carmazzi has termed as Herrmann, N. (1996): The Whole Brain
“Colored Brains”, and balance it Business Book. New York: McGraw-
with the research of C. Cloninger to Hill.
differentiate genetic brain function and
environmental inÁuence. For Cloninger, please read his
book: Cloninger, C.R. (1994). The
The Directive Communication Colored Temperament and Character Inventory
Brain formulations are not endorsed by (TCI): A guide to its development
Ned Herrmann, Dr Sandra Seagal and and use. Centre for Psychobiology of
David Horne or C. Cloninger Personality, Washington University, St
Louis, MO.
For more complete understanding
of the Human Dynamics body
of work and the programs based
upon it, I recommend that you read
the book by Dr Sandra Seagal and
David Horne: Human Dynamics: A
New Framework for Understanding
 SECTION TWO

The DIRECTIVE
COMMUNICATION™
SYSTEM

The Directive Communication™ facilitator that “directs” participants

system organizes the different types to a foundational mind-state before
of brains into a color classiÀcation of proceeding with the inventory. “The
genetic neuro-processing which deÀnes CBCI is not endorsed by Dr. Sandra
the way each person experiences Seagal and David Horne, or Ned
their environment and takes in and Hermann.” 49
13
interprets information. This results By identifying the fundamental
in speciÀc ways of perceiving and patterns in the way our brain
evaluating events, situations and even genetically functions, we can
the development of ideas.. overcome misunderstanding, conÁict,
Every brain color has a potential for and wastage of individual and group
further development, but the way each potential. Awareness of the color of our
processes and perceives information brain gives us the means to maximize
and the world around them is different. our capacity to act intelligently, to
This is why the Colored Brain turbo charge our natural gifts and
Communication Inventory™ (CBCI) use them to maximize our ability
is being used cross-culturally, for the to develop “software” for our brain
maximization of productivity and for greater competence across many
potential of leadership and staff. disciplines.
The CBCI is a tool that identiÀes an
individual·s genetic brain processing,
inclusive of additional learned
Áexibility, and areas where one may
have difÀculty in communicating with
others. It is administered by a licensed
 The environment may promote or
inhibit development of our natural
abilities and create new “brain
software” that allows individuals to
use their natural processor to emulate
characteristics of other brain colors.
Problems in competency occur when
people try to ignore their natural
processing and “do” a different color
instead of using their natural processes
to achieve the same outcome. ConÁict
occurs when other impose their own
processing on others.

12
50
 SECTION TWO

Emotional Drivers

Every decision you make and every get from it and the more it becomes
action you take can be linked to at addictive. So if, let·s say, your job
least one of eight human needs. These fulÀlls the needs of security, diversity,
needs drive your motivation and achievement, excellence, recognition
greatly affect the emotions you have and growth, you would really love
toward anything. Awareness of how your job. On the other hand if it only 13
51
these needs affect you is a compass met your need for security, you would
to what affects your Identity and likely get up every morning and try
more importantly, why it is affected. to Ànd a reason why you shouldn·t go
These needs and the importance you to work. If every time you started to
rank them in will determine parts of get angry, those around you would do
your “personality”; they have been whatever you asked and then would
inÁuenced by the way your brain try to cheer you up, you would get
processes information, the culture belonging, signiÀcance, security/
you grew up in, the friends you·ve control, diversity (because they would
had, your family and your experience. change their actions), and achievement
Studies have shown that the genetic (progress on your goal). You would
makeup of your brain will also have an immediately get 5 out of 8 needs
effect on which needs you would rank Àlled by getting angry and it could
over others. get addictive. Even if you know the
long term and hidden effects would
While any of these needs will give be negative, and that it may not be an
us a certain amount of drive, the action that suits your core identity or
more needs that a particular action or your long term goals, the immediate
inaction fulÀlls, the more pleasure we result would give you great fulÀllment.
 For example, in order to Àll the need
for belonging, people sometimes have a
problem saying “No” when they know
they don·t really have time for the
request. Or some may say something
12
52 not so nice about someone else in
order to make themselves feel more
signiÀcant. While you will never really
be free of this, the awareness of it will
make a huge difference in the way
you make important decisions. For
example if you know that recognition/
signiÀcance is one of your top 3 ranked
needs, the next time you begin the
process of making a decision, you will
ask questions like “What need am I
trying to fulÀll” and if you suspected
signiÀcance “Is this really in line with
who I am, or am I just trying to get a
quick Àx of SigniÀcance?”. The answer
will give you a better gauge of which is
the better wave for you to ride.
 SECTION TWO

The Eight basic

Emotional Drivers

o Belonging/Love o Challenge/growth
Connection from being with The opportunity to achieve and
others, or sense with self to grow 13
53
o Security/Control o Excellence
Knowing what will happen, Self-satisfaction and pride in
having security in our lives the things we do

o Diversity/Change o Responsibility/Contribution
Wanting a surprise, having Responsibility toward
variety and adventure humanity, The need to give to
others
o Recognition/SigniÀcance
Having others pay attention to
us, feeling important

o Achievement
The need to succeed in our
plans, completion
 The need for
“Love and
Belonging”.

We need a sense of belonging in our

relationships with other people, a
sense of love. Ever since we were baby,
at one point, assuming our mother
was healthy, we were automatically
54
12 loved by our mother. During the birth
process, a woman develops a high
level of a hormone called oxytocin.
This hormone ensures that a woman
loves her child. When a young baby
is deprived of touch, it would suffer
“failure-to-strive” syndrome and
die. As a baby, you literally have
unconditional love from your mother; it
means that you can throw up all over
and your mother will clean the mess
and still love you after that. Eventually
the oxytocin wears off and the baby
starts to have conditions to be loved,
certain expectations are put on you.
As you continue to grow up, you·re
constantly striving for a sense of
belonging, a sense of love because that
is one of the primary foundations of
who we are as human being.
 SECTION TWO

The need for “Control

and Security”

Let·s take the example of McDonald·s.

What McDonald·s really sells is
“control and security”. When people
go to McDonald·s, they would know
exactly how long it will take to
get their meal ready, how much they 13
55
will spend on their meal, and
they even know what the lady behind
the counter will ask, ”Would
you like to super size your burger?”
The reason why McDonald·s is
successful is they feed our need
of control and security. We are
driven to go there for this reason.
 The need for
“Diversity”

We all like to be secured, but at the

same time we like different things in
our life. Sometimes we get bored when
we are consistently doing the same
thing, within the same environment
12
56 and with the same people. In some
cases we might get married for
“control and security” and we might
get divorced because of a need for
“diversity”.
 SECTION TWO

The need for

“Recognition and
SigniÀcance”

This need is about feeling important.

This particular need will
sometimes cause us to do the most
amazing things just because
we want people to recognize us. This
need sometimes drive us to 13
57
put people down, or to minimize
other peoples· accomplishments,
so we don·t feel so bad about our own.
 The need for
“Achievement”

It is not just about achieving great

things or being highly successful. It
can often mean achieving small thing.
It·s all about accomplishment. Ask the
Qusetion:
12
58 “Have you ever been in a very big
project where you were overwhelmed
with it but also at the same time you
didn·t really know where to start?”
When you are in such a situation, you
might ask yourself, “Gosh! Where
am I going to start this?” Then, you
might stop everything you were doing
and start to clean your desk. Once you
are Ànished doing this, you would feel
that you have achieved something.
You feel good by accomplishing
something small though you cannot
accomplish the bigger one.
 SECTION TWO

The need for

“Growth”

The need is about having a challenge

in life. This is why people go to the
limits; they will spend time, effort,
and money, to learn about new things
that will help them to become better
at something. We sometimes put 13
59
ourselves beyond the ability to achieve
it.
 The need for
“Excellence”

It is not always about just

accomplishing something but
sometimes it is the need to surpass
your own expectations and it is
about being able to say, “My gosh,
12
60 I can·t believe I did that! That·s
amazing!”
 SECTION TWO

The need for

“Contribution”

The highest of all human needs is to to re-discover these higher needs of

contribute to others, of having greater fulÀllment, and their ranking
a sense of contribution. Human and order begins to change as our level
beings get satisfaction by giving of consciousness expands. In youth our
something to other people so they too higher needs are what carry us from
can excel, can do something great. infancy to childhood. For us to make 13
61
Only people who feel good about that initial leap we have experienced
themselves and have personal these higher needs in their purest sense.
fulÀllment in other things will have In early youth, the needs of Love,
this sense of contribution. Growth, Excellence, and Contribution
When we were very young, we had a are dominant without the awareness of
greater sense of the higher needs even their existence.
though our instincts for survival were
more predominant. The higher needs eventually fade
When we grew older we became more away in the face of “Problems” we
focused on the basic needs of Love/ encounter as we grow and our natural
Belonging; Control/Security; Diversity instincts to survive kick in to provide
and Recognition. This happens because our rules of engagement. When we are
when something goes wrong according pure as children while our needs for
to our idea of the perfect world, we self are strong, our needs for giving
seek immediate gratiÀcation, we create of ourselves to others often goes
our rules of engagement and link the unnoticed. For example, the highest
avoidance of pain with the ease of need of contribution is manifested in
Àlling the more basic needs. It is not the giving up of our natural tendency
until later in life that many of us begin of Peeing and Poopooing in our
 diaper. As children we purposely go as failures and we begin to compensate
against our physical nature and give by creating our rules of engagement
off ourselves by exerting great effort and covering ourselves with layers of
(through the perception of an infant) in protection. It is only when we are wise
going to the toilet instead of our diaper. enough to view our experiences and our
12
62 The higher need of growth is also environment simply for what they are,
manifested to a greater degree when we that we stop attaching extra meaning
are children. In fact, it is so strong that to them. Then we can shed these layers
we easily overcome the world·s and recover our true essence and real
perception of failure without even power.
noticing it. As we try to walk and to
talk and to operate in realm of our
parents and our environment, our
efforts to grow as a being are consistent
and resistant to the obstacles that are
constantly around us.

Eventually we Àgure out that we don·t

get everything we want (reality strikes),
and our self preservation instincts
(linked to our reptilian brain) kick in.
We begin to be affected by our parent·s
perceptions and actions, and the
environment we grow up in. We start to
see the results of our disappointments
 SECTION TWO

Culture
matching and
the Pyramid of
Commitment

The employee you hire has to be at the his/her employees color in order to
highest level of the pyramid as possible give them clear directions. These types
in order to achieve the kind of culture of persons need direction and are not
that is aligned with your organizational usually self-starters and are unlikely to
values and objectives. The more progress to the next level (2). But with
congruent corporate culture is attuned careful cultivation and emotional drive 13
63
with corporate values the more it using the WWM Map, they can be
will ensure that you get the most taught new work processes.
passionate employee. The Pyramid of
Commitment has three levels and by Level 2 the Middle Level is where
looking at these levels you will gain you Ànd ideal long term employees.
insight into the candidate and his/her They are driven by more than money
values and objectives. Each level has and should be in an environment where
certain characteristics related to levels their emotional needs are fulÀlled.
of fulÀllment at work. The more these needs are fulÀlled
the higher up the pyramid they will
The Bottom level (3) of the pyramid reach. If they are taught the process
indicates what you might expect of an and information from the interview
employee at this level. Possible use as (using DC Psychology) they will use
a low cost expendable employee , who it to better interact with others. These
can serve a purpose but may not stay candidates respond well to training
very long. Here the color of a persons and will get personal gratiÀcation from
brain is important to the function of work if their needs are met.
the job he is applying for. His/her
Supervisor must be able to understand
 Level 1 the Top level of the pyramid is
where Corporate and Brand Culture are
aligned and candidates are passionate
for your products and services. The
things they tell you about themselves
as your organization lives up to
these values the persons will receive
gratiÀcation. These people will be your
greatest assets because they ”live” your
organization.

12
64 Plane of
SELF ACTULAIZATION
Level of Organization
PINNACLE
Collaborative
Leadership
The Pinnacle of greatness
Comes when individuals see
Their work as their purpose.
To cultivate this leaders must
Collaborate as equals with their
people. There must be a greater
purpose to the work,
something greater than the individual, or the group
When working on the plane of
“SELF ACTUALIZATION”.
People work at the level of
“Organization”

Plane of ATTITUDE
-Level of Group-
CORE
Guided Leadership
The Core of building greatness is formed through
Attitude. To develop this attribute for success leaders must
guide their people, cause emotions of significance that
couldnt be inspired alone. Leaders develop reciprocity b y
creating an environment of personal growth that is far superior
to the standard. When working on the plane of
“ATTITUDE”
eople work at the level of
“GROUP”

Plane of SKILL
-Level of Individual-
FOUNDATION
Directive Leadership
The Foundations of building greatness should be based on skill.
Leaders should direct and teach individuals until those individuals have mastered
the required skill. When working on the plane of
“SKILL”
People work at the level of
“Individual”
 SECTION TWO

The Directive
Communication tools
used for interviewing
and selection process
include:

thinking process (colored brain) of

- The CBC cards the candidates. As we had discussed
- The Human Drivers Mirrored before there are four types of colored
Assessment (HDMA) brain communication inventory
- The World of Work Map (CBCI), viz. Green, Red, Blue, and
- The CBCI Purple. The thinking processes of 13
65
people with different “colored brain”
CBC Cards come in a set of 49 picture types are different. There are jobs that
cards depicting the range of subjects are more suitable to the green brain
engaged in various activities. They person than the purple brain person,
show pictures of people, artifacts, e.g. a green brain person would be
and objects, covering a range of more comfortable in jobs that require
events, situations, and tasks, intended frequent changes and are fast moving
to trigger off thoughts, ideas, and – like outdoor sales, advertising
descriptions from candidates when and promotion, etc. where as the
used in conjunction with the directive purple brain person would be more
questions asked during interviews. e.g. comfortable with jobs that require a lot
Candidates are asked to pick Àve cards of information and research based like
from the set of 49 to describe what IT jobs, R & D, etc.
they would do with 5 million dollars.
The CBC cards come in handy
as candidates are not able to use
their model answers when asked
to pick cards from the stack. The
CBC cards are used to Ànd out the
 Applications of
the CBC Cards

To identify a candidate·s emotional both

drive, work processes and perceptions vi. Do things they have never done
and expectations. before = a sense of diversity
vii. Nice car, nice house = sense of
The purpose of question 1 is to signiÀcance or recognition
12
66 determine a candidate·s primary viii. Start own business = sense of
human/emotional drivers/needs for the achievement or possibly
position sought after signiÀcance
ix. Invest in medium to high risk
Question 1: Choose 5 cards which investments = sense of
indicate what you would do if you had signiÀcance
5 Million Dollars. x. Spend more time with family =
a. The candidate will review what sense of love and belonging
is most important to them for xi. Take family on trip = sense of
example: love and belonging
i. Saving = a sense of security xii. Give to charity, help less
ii. Invest in Safe investments = fortunate = sense of
sense of security contribution
iii. Travel to see different cultures
= personal growth
iv. Learn new things, go to school
= personal growth
v. Get a degree for the sake of
getting the degree = either
achievement or signiÀcance or
 SECTION TWO

This will tell you what job description The combinations are endless and
the candidate will excel in and what excellence in interpretation comes
job they will underperform in, for from knowing the emotional drivers
example, a person who·s primary and how they affect behavior, and,
drivers are SigniÀcance, Personal how they interact with what you know
Growth, Achievement, would excel in about the colored brain. This requires 13
67
a fast paced job with lots of challenges; practice.
they want to Àgure the best way to do
the job themselves and are willing to The purpose of question 2 is to
spend the time to make it. This person determine a candidate·s perceptions
would be demotivated if the boss and expectations about working in
always tells him how to do the job, the organization and what they think
and if he/she is not recognized for the it can offer them.
efforts made. The underperformer
would also be affected if the job is Question 2: Choose 5 cards which
predictable and does not have much of indicate what you would expect
an opportunity for him/her to try new to gain or get by working in this
ideas. organization, and rank the cards in
order of importance. (CANDIDATE·S
On the other hand, if you did have a PURPOSE OF WORKING)
predictable job that required low risk,
a person with a primary driver such
as Security and a very low need for
personal growth would be ideal.
 The candidate will reveal their how you would approach a
perceptions of the position they are project, such as
seeking for example: making a Manual on How to
1. Stability=personal Use the CBC Cards?
sustainability/pay check The candidate will reveal their
2. Financial reward=personal methods and approaches to
signiÀcance work.
3. More challenging 1. Organized
position=personal growth workplace=disciplined
4. More relaxing work 2. Team work=works well
environment=doesn·t with others
like rigid 3. Good
structure/deadlines communication=needs
5. Flexible working hours=not clariÀcation
career oriented
6. To learn more=wants on the job
training in different areas Some candidates·
7. Opportunity to try something
12
68 new=personal needs
responses after the CBC
8. Contribute my skills=personal cards and
signiÀcance
9. Title=promotion/position
World of Work
important interview techniques.
10. To prove something to
self=excellence/achievement I had never been interviewed using
the CBC cards and World of Work
The purpose of the third question is before. When I had my Àrst experience,
to determine the work process I thought it was very brilliant. Not
and mindset of the candidate. only because the interviewers seem
to be able to see through me, but also
Question 3: Choose 5 cards which because I didn·t feel the need to explain
best describe what efÀciency means myself. The cards and the map tell
to you, and rank the cards in order everything that the interviewers wanted
of importance. (CANDIDATE·S to know about me. I had never enjoyed
EFFECTIVENESS IN THE an interview so much before. It·s quite
WORKPLACE) fun for the interviewees, and hopefully
1. OR Alternative Question: for the interviewers as well…
Choose 5 cards which indicate
 SECTION TWO

Is this really an interview? - That pictures of people/

number of people
Are there right or wrong answers? indicate people related
results
How can you read my mind?
Summary of the aspects you
Just to mention a few…………so be need to pay attention to:
prepared!! - The time spent for
searching
Interpretation Guideline - The selection process
Keep in mind several things when - The type of cards
using the cards for interviewing - The pattern of the cards
candidates. - The sequence of the
- That many have never card
experienced this unique - The meaning of the
technique before cards
- That there are no
“right” or “wrong”
answers
There are 3 to 4 possible questions
which as an interviewer you might ask
13
69
- This is only a guide to the candidate using the (CBC) Colored
candidate selection Brain Communication Cards; each
- That you will probably question having a speciÀc purpose. For
be surprised at some of example Question 1 could be used for
the replies the initial interview, and Questions 2
- You will realize if the or 3 could be used after short listing a
candidate is listening to candidate.
the question asked or
not.
- That the pictures on the
cards are the least
important, it is the
responses that count
- That pictures of
inanimate objects
indicate desired
end results
 Human Drivers
Mirrored
Assessment

Is Your Mirror Preventing

You from Superior
Management?
12
70
HOW DO OTHERS REALLY SEE YOU?

ARE YOUR ACTIONS CAUSING UNWANTED

REACTIONS IN THOSE AROUND YOU?

ARE YOU ACCIDENTLY DE-MOTIVATING

YOUR PEOPLE?
 SECTION TWO

13
71

HDMA – IdentiÀes How YOU

Affect People

Understand why and how others react

to you!
Identifying work behaviours or work
styles of individuals
and how other perceive our actions is
sometimes difÀcult.
The HDMA “Human Drivers Mirrored
Assessment” tool, uses
Directive communication Group
Performance Psychology to identify
the gaps between
how we see ourselves and how others
see us.
 Applications of the HDMA HDMA·s Key Features
of Relevance to the work
¥ Appropriate for all levels of Environment
employees
¥ IdentiÀes immediate action that ¥ A practical real-time hands on
can be taken to get instant behaviours approach to develop people with high
change results potential
¥ Real-Time feedback option: when ¥ The solution to become more
one factor changes, it automatically lets effective & increase overall
you know productivity
¥ Easy complete and access online ¥ Allows you gain greater effectiveness
12
72 ¥ Measures response distortion
¥ Provides consolidated perception and
in working with inÁuencing others
¥ Explains how others perceive our
gaps in perception actions towards them and how this
affects their and our Performance and
motivation.
¥ Offers the opportunity to Ànd out the
emotional root causes behind average
average
performance in work departments, and
how to turn this around.
¥ Ensures you will have a better
awareness of your work environment.
¥ Is not a performance assessment but
an indicator that can be immediately
acted on for quick results
 SECTION TWO

World of Work Map

13
73

Like the CBC Cards when the b. Would you prefer to be on

candidate is given the World of Work unchartered waters or
Map (WWM), its unorthodox structure on solo caves if
and appearance break barriers to truth. you had only one choice?.
When asked questions about where c. What are some of the problems
they would go and what problems they you have faced in these areas
have had in those areas on the Map, before?
they would unconsciously reveal work Understanding candidate·s preferences
process and problems they WILL have would help in matching the right
in your organisation. The following candidate for the right job. e.g. If
are samples of how to use this in the nature of work requires lots of
interviews meetings, the job is best suited for
the candidate who likes to work in
a. Rank the areas on the “World Meeting Land. Likewise a person who
of Work” that in order of most works well in solo caves would do well
importance to least importance as a Research worker. The candidates
 work process should be referenced In the third continent lies the Directive
with your organisations work process. Interaction Forest and the Swamps
Also, the problems they have had with of Darkness. Next there is the Team
others are a reÁection of consistent Mountain and the Mountain of Fire.
problems the candidate faces; what The Ànal 5th continent contains the
they say is because of others, usually is Solo Caves and the Bottomless Pit. In
a manifestation of their own behaviors the middle of all these continents lies
and attitudes. the neutral ¶unknown· Unchartered
Waters.
The World of Work Maps come
in a sheet of paper showing the Àve The representations of good and bad
continents of the world. Each continent are seen on the map as metaphors.
depicts an environment in a typical So whenever your brain is working
organization. Candidates are asked to in metaphors then you tend to be less
tell the interviewers their ranking of restrictive in your thought process and
the continents. Their ranking would more honest when dealing with things
suggest their preferences which would at a more subconscious thought level.

12
74 be used by the interviewers to
make decisions on job-matching. It also gives you a representation of an
Interviewers would ask candidates to ofÀce related work environment and it
comment on their “likes and dislikes” also gives you the opportunity to relax
and their personal preference to work and with its graphic representation
in the various environments, and why? makes it more fun. It puts your mind
The WWM is also used to identify at ease because it looks like you·re
candidates leadership qualities and how playing a game. This will help the
much importance they placed on team interviewer assess the potential
work and communication. problems that they might have with
people in the future.
How to use the World of Work
With your mind in this more relaxed
Map
state you can easily create associations
Firstly, the map is pictured as 5
to these metaphors that go back to your
continents divided into 5 distinct areas.
working environment, determine where
Each of these 5 areas has positive and
your productivity is, and indicate how
negative representations. Continent 1
you feel in various areas, both positive
consists of the Meeting Land and the
and negative.
Cliffs of Death. Continent 2 contains
the Social Jungle and the Desert of
Each continent on the map is related
Despair.
 SECTION TWO

to a chunk of information about Then he asks the candidate to rank

something you might do. Because of these areas from Most Important
that it is easier to bring out thoughts to Least Important and to indicate
and feelings regarding priorities and to the numbers on the map. After the
see how much time you spend in these candidate has done this, the interviewer
areas. When you rank these in order of proceeds to ask the questions below.
importance, it helps to identify where
your priorities lie. The purpose of the following
questions is to determine which areas
Also because these meeting land areas are most important to the candidate
are divided into chunks it becomes regarding his/her effectiveness in the
a place where you have a different work environment.
perspective. As you use the map it
helps you identify “your” map of how Possible Questions for WWM
you really work, how you feel about Question 1: Explain why you
certain areas and what problems you choose one as
have. Think of it as a travel map, ask more important than the
yourself what are the sights you would other
see, what fun things you would do or 13
75
what experiences you have had in this Question 2: Would you prefer to be
place. on unchartered
waters or on the Solo
Now let·s look at some of the possible Caves if
questions that could be used when you had
using the World of Work Map. only one choice.

There are 3 possible questions which Question 3: What are some of

as an interviewer you might ask the the problems you have
candidate using the World of Work faced in the “negative”
Map (WWM); each question having a areas before?
speciÀc purpose.

First the interviewer explains the 5

continents and one “uncharted waters”
area in the map to the candidate,
deÀning the 5 positive and 5 negative
areas in each continent.
 The Colored Brain
Communication
Inventory (CBCI)

The Colored Brain Communication Consider if you are wearing Green

Inventory (CBCI) is an assessment colored glasses, certain things would
tool used to verify the candidate·s appear brighter and be very clear, while
colored brain. The assessment tool others may seem dull and some may
is a 12 page document with proper not even be noticeable at all. When you
12
76 instructions. Candidates are expected to see this you may assume that, because
answer the questions in the documents it is so clear, that it will be obvious to
and their answers would be graded by a everyone else as well, or at least that
Directive Communication practitioner it will be obvious when you explain
to identify their predominant “Colored it. The problem is that not everybody
Brain” – Red, Green, Blue, or Purple wears green glasses, some may
wear Blue, Red or Purple, and each
Have you ever been talking to sees the same things from different
someone, explaining something so perspectives. If the color of your
clearly to the extent you are absolutely glasses represents the way your brain
sure that they Must understand; and, works, each will have clarity in some
THEY JUST DON·T GET IT? You areas and be oblivious to others, and
probably think “This person is an they will not be the same. This product
idiot!” They on the other hand are of how our brain communicates and
thinking that you just didn·t know how processes can be translated to brain
to communicate? This is what is known colors.
in Directive Communication™ as the
“Colored Glasses Syndrome”. This is not just a personality quark;
in fact, studies have shown that the
way the brain processes information
 SECTION TWO

or “communicates” is based on This is not about personality, but

your genes. You are born with it. the unchangeable genetic processes
Directive Communication™ has that dictate internal communication
categorized these genetic patterns and processing. When you combine
of communication processes and brain communication processes with
needs into colors to make it easier. your values and human needs (and 13
77
And consider that while you may get more importantly how those needs
frustrated or even angry at someone for are ranked and their rules), you have
Not Getting It, you are Judging them a better dimension of what is really
by the color of their brain. You are driving your decisions.
being a brain “Racist”!
Imagine your brain as a computer
When you begin to understand your processor, some may have a PC
brain color, it not only puts a new light processor, others may have a Mac
on your own identity, but gives you processor. Each of these processors
a new perspective on how it affects can run similar applications such as
others and how people with different Microsoft Excel or Adobe Photoshop,
brain colors are affecting you. This and while these have the same function
awareness alone will increase your and similar appearance, each requires
circle of tolerance, reduce your stress, different software to do so and each
and create greater rapport with people runs them differently. For example, a
whether you have known them for PC will run Excel in a very direct and
years, or you have met them for the speedy manner, but will run Photoshop
Àrst time. in a slower and roundabout way. The
Mac on the other hand is just the
 opposite. But, if you try to run Excel
for Mac on your PC, it won·t work and Traditionally, the problem has been
vice versa. Our brains act in a similar those red brain outcomes (for example)
way. If you are a green brain (random, have been taught by red brained
interactive processing) trying to do a people. So green, blue and purple
red brain (linear objective processing) brained people usually have to work
function, you will have a great deal harder to achieve the same results, and
of difÀculty doing it in the same way then the results are often not as good
that a red brain person does. It then as those red brained people that hardly
becomes essential for getting your red worked at it at all. But, if a green
brain outcome to do it in a green brain brained person has awareness of being
way. green brained, this allows him the
ability to use his natural green talent.

12
78
SECTION THREE

Preparing for Employee 13

79

Recruitment
 Preparing
for Employee
Recruitment

This section contains a “hands on”

approach on employee interviewing
and selection. It provides a
comprehensive guide on the
recruitment process from the time
12
80 a decision is made to recruit a new
employee, to the time when the new
employee joins the company. For
easy reference the information is
categorized in three Parts:
Part 1 – Before the Interview,
Part 2 – During the Interview, and
Part 3 - After the Interview
 SECTION THREE

Part 1 - Before the

Interview

The following are things that b. Knowledge of the

interviewers should be aware of and job requirements – (Job
be prepared for before conducting an
SpeciÀcation)
interview:

a. Knowledge of the
- Interviewers should be aware
of the qualiÀcations,
13
81
position to be Àlled – (Job experience, skills, and
Description) attributes required in order to
perform the duties and
- Interviewers should be responsibilities of the
familiar with the job as captured in the Job
nature of the job, the reporting Description.
status, the relationship between Does the Job require someone
the person holding the job with a Degree in Engineering,
and others in the organization, How many years of related
the peculiarities of the working experience should the
job, e,g, hours of work, candidate possess? What
working environment, speciÀc skills should the
physical efforts involved, use candidate have?
of tools and equipment, safety What special licenses
and health related issues, and are required?, etc.
all activities concerning the job.
 c. Knowledge of the e. Prepare Interview
Selection Criteria Questions based on the
– (People Requirements) Selection Criteria

- Interviewers should be fully - Interviewers should have a

aware of what they are looking list of prepared questions for
for as the “Right Employee”. interviews. The questions
Besides qualiÀcations, should be directly related
experience, and skills, to the selection criteria and
what are the “people traits” should assist the interviewers
required for the job (short to make informed decisions on
term, long term), what are whether or not the candidates
the attributes required, e.g. interviewed are qualiÀed and
integrity, punctuality, stability, suitable for the job. Interviewers
honesty, communication skills, should be aware of the use of
leadership, team work, etc (see probing questions to better
sample form in Appendix) understand the candidates
12
82 and to see if they possess
d. Knowledge of the required knowledge,
skills, and attributes. Note
Directive that different jobs require
Communication different types of questions,
Psychology and the depending on the selection
interviewing tools criteria set. Interviewers should
be conversant with the use of
Interviewers should be CBC cards and WWM and be
-
duly trained in Directive prepared to conduct interviews
Communication Psychology using them to Ànd out the
and the application of DC candidates colored brain
tools in interviews and thinking process, and their
selection. Knowledge of human emotional drivers. (See
“Culture Matching” and the sample questions in Appendix)
importance of following up on
the new recruits to ensure that
the organization·s objectives are
achieved and employees· needs
are fulÀlled.
 SECTION THREE

f. Ensure that all g. Ensure that Candidates

interviewers are for interviews are
well trained informed

- Interviewers should be well - The scheduling of candidates

trained in interviewing and for interviews may not be done
selection. They should be by the Interviewers themselves,
conversant with the rules and but it is the responsibility of
procedures for interviewing the interviewers to ensure that
and selection and be aware of candidates for interviews are
the selection criteria and the given ample time to prepare
list of prepared interviewing themselves for the interviews.
questions. They should be Usually a week·s notice is
competent to use the Directive preferred. When arranging the
Communication tools (CBC interviews, the person involved
cards, HDMA CBCI and should provide ample time
WWM) when conducting the for interviewers to talk to the
interviews. They should be candidates. If there are more 13
83
aware of the people involved than one candidate scheduled
in the interviewing process for interview, the interval
and if there are more than one between each candidate
interviewer – they should know should be about one hour to
who to ask what questions 90 minutes depending on
and how to co-ordinate and the job position and speciÀc
compare the results at the end requirements.
of the interviews. Interviewers
should be familiar with the use h. Conducting Phone
of the Candidates Assessment
Form, in particular the scoring
Interviews
of points. Interviewers should
meet regularly to make - Interviewers may need to
improvements on the selection conduct phone interviews
procedures and practices and with candidates to verify the
regularly review the recruitment information provided in the
policies. application letters. It should be
carried out individually when
required. Phone interviews
 should be short and brief and j. Interviewers should
the interviewer should state read Candidate·s
the purpose of the call without
CV thoroughly
giving the candidate the false
hopes that he/she has been
- Interviewers should ensure that
selected for interviewing. Phone
the candidates CVs are well
interviews are used to save time
read before the interviews. It is
for information veriÀcation
a good practice to highlight the
only, and should not be used to
“words” or the segments of the
conduct a full interview.
CV which require clariÀcation
and ask candidates to elaborate
i. Setting up the Interview on what they have written
during interviews. The use of
Room probing questions using the
STAR Approach would help to
Interviewers are responsible better understand candidates·
-
to ensure that the interview competencies, skills,
12
84 room is set up before the knowledge, values, attributes,
and traits.
commencement of the
interview. The room should
be quiet and phone calls k. Setting Goals and
are prohibited during the Assessment guidelines
interviews. Lightings should
be conducive to create the
relaxing ambience. Depending - Interviewers should set clear
on the number of interviewers goals before the interviewing
involved the interview session process, including setting dates
could be done in a coffee table for the new employee to join
sitting arrangement, or sitting the organization. Interviewers
face to face with no table in should be clear on the selection
between. The arrangement over criteria and be familiar with
a coffee table or without table in points system contained in the
between creates a better rapport Candidate·s Assessment Form.
between the interviewer and Follow-up procedures including
the interviewee. There is “no communication with candidates
barrier” between the interviewer should be clearly understood by
and interviewee. interviewers concerned before
the start of the interviews.
 SECTION THREE

Part 2 - During the

Interview

a. Understand the purpose b. Building Rapport

of an interview

- Interviewers should fully - Interviewers could start the

understand the purpose of interviewing session with
interviews. An interview an “ice-breaker” to relax the 13
85
session is used for interviewers candidate and set the pace for
to assess the candidate·s the interview. They should let
suitability for the job, as well candidates know what to expect,
as to provide information to the how long the interviews would
candidate about the nature of be, and how the interviews
work, the organization, and the would be conducted.
work environment. Interviewers Interviewers should capture
should ensure that there is notes during the interviews for
rapport with the candidate and record and assessment, and
should stay focused by asking candidates should be informed
questions based on the prepared the reasons why interviewers
list of interview questions in are taking notes. The use of the
accordance with the selection CBC cards and other DC tools
criteria. during interviews would help to
build rapport.
 c. Active Listening d. Taking Notes during the
interviews

- Interviewers could apply the - Interviewers should capture

80/20 rule in the interviewing the salient points made by
process, i.e. spend 20% talking the candidates for record and
and 80% listening. Listening assessment purposes Notes
could be enhanced by showing captured should be short and
enthusiasm with positive facial brief – in points form. Taking
expressions and body language. notes during interviews should
The “mirroring technique” be done concurrently with
could be applied, i.e. quietly active listening and talking.
mirroring the gestures and body The notes could be captured on
language of the candidates separate pieces of paper
during the interview. e.g. when which should be attached to the
the candidate moves his/her Candidates Assessment Form at
hands – the interviewer follows, the end of the interviews.
12
86 when the candidate nods, the
interviewer nods, etc. Active
listening is listening with e. Providing a positive
passion for knowledge and image during interviews
understanding. Another way
to listen attentively is to repeat
the last few words said by the - Interviewers are representing
candidate, e.g. “If I understand their organizations during the
you correctly.... you (repeat interviews. In order to provide a
what was said)” Interviewers good image to candidates, they
should observe candidate·s should conduct the interviews
body language and gestures professionally by asking
during the interviews to look for prepared questions and allow
“signs of insincerity”, so that candidates to talk freely They
interviewers could ask more should share with candidates the
probing questions to clarify knowledge about the job and
the “doubts” as well as to Ànd the organization. Candidates
out more about the candidates. should be given opportunities to
ask questions about the job and
the organization. Interviewers
should be properly attired and
 SECTION THREE

the interview schedules and g. Ensure that all prepared

timings should be observed. questions are asked
If there are changes, candidates
should be notiÀed in advance of
the changes.
- Interviewers should ensure
that all questions prepared
for the speciÀc interview
are asked. The same set of
f. Ask Probing Questions questions should be used for
– “STAR” Approach all candidates interviewed
for the same job. When there
is more than one interviewer,
- Interviewers should ask someone should co-ordinate
questions directly related to and distribute the questions
the selection criteria. They appropriately to avoid
should phrase the questions duplication.
clearly and adopt the STAR
approach in asking probing 13
87
questions. The approach starts
of by asking questions related h. Keep candidates
to the Situation or Task, and informed on what
followed with questions to Ànd to expect after the
out from the candidates what
interview
actions were taken and what
were the results or outcomes. - Interviewers should inform
When asking probing questions candidates on what to expect
we could make use of the 5 Ws after each Interviewing session.
and 1 H. – Why? Who? When? Candidates should be told
Which? Where? Whom? and when to expect the outcome of
How? the interviews, and the mode of
notifying them. A reasonable
time frame to revert to andidates
on hiring decisions is within
two weeks from the time of the
last interview session.
 i. Application of DC Tools
during interviews

- Interviewers should be well

12
88 acquainted with the application
of DC tools and the questioning
techniques. In particular the
CBC cards, HDMA, CBCI,
and the World of Work Map
(WWM).
 SECTION THREE

Part 3 - After the

Interview

a. Complete the Candidates after the interviews. If there are

Assessment Form more questions for the
candidates before decisions
could be made, interviewers
- Interviewers should attempt should not hesitate to check
to complete the Candidate·s with candidates accordingly.
Assessment Form immediately Such questions could be asked
after the interview with the on the phone to save time.
candidate. The Assessment 13
89
Form should be duly signed
and interviewers should provide
relevant remarks and comments c. Keep the selected
on their Àndings. In particular Candidate informed
their recommendations to hire
or to reject the candidate.
- The candidate who is selected
after the interviews should be
notiÀed when the decision
b. Make Decisions to Hire or is reached. The candidate
to Reject the candidate may be required to attend a
brieÀng session and to sign
If there is more than one the appointment letter. During
-
interviewer, the people involved the brieÀng the candidate
should discuss amongst would be told more about the
themselves on the choice of organization and be given a
candidate to recruit. Decisions chance to ask more questions
should be unanimous and before signing the employment
should be done within one week letter. The candidate should be
told when to start work and who
 to contact on the Àrst day of b. How is the group
reporting for work. A copy of reacting to the
the orientation program should new recruit?
be given to the candidate before c. Where are the areas of
the Àrst day of employment. It exceptional
is important that the candidate communication?
should feel welcomed and be d. Where are the areas of
part of the team. poor communication?
e. Is there conÁict, if so,
where does it
d. Notify other candidates come from?
on the outcome of their f. Are people around the
interviews new recruit more
motivated or less?
g. Are candidate·s
- When the selected candidate has
expectations being met?
agreed to join the company, all
h. Is the candidate fulÀlled
the others interviewed should be
in the job role?
12
90 notiÀed on the outcome of their
interviews. NotiÀcation could
be in writing or by phone
conversation. Candidates should
be told that their CVs would be f. Orientation Program for
kept with HR and when another the new Employee
opportunity arises, the company
would contact them.
- The orientation and induction
e. Observe Culture Match program for the new employee
and assimilation into should be carried out on the
Àrst day of employment, The
the organization new employee must be made to
during probationary feel welcomed and on the Àrst
period. day it is advisable to assign the
new employee with a “buddy”
Questions to ask: to assist him/her to settle down.
The “buddy” system works
- a. How is the candidate on the basis that the “buddy”
reacting to the who is a fellow employee in
environment?
 SECTION THREE

the same department as the Discover perception gaps

new employee. The role of between new hire and existing
the buddy is to accompany the staff using the Human Driver
new employee and be around Mirrored Assessment (HDMA)
whenever help is required. after 2 months of employment,
As soon as possible the new HR will be able to determine
employee should be given a the “Perception Gaps” between
program to get acquainted with the new hire and subordinates,
the team and other employees of peers, and superiors. Perception
the company. Depending gaps are the differences between
on the size of the company the way we see ourselves
and the position of the new and the way others see us.
employee a typical orientation Why is it important to know
program would include the “perception gaps”? When
following: A quick tour round we believe that we are X,
the premises, visit to the CEO, we normally would also
a welcome brieÀng by his/her believe that everyone can
immediate boss, introduction plainly see that we are X. The
to colleagues in the same fact is that others may see us 13
91
department, introduction to differently, and that difference
other employees that he/she in perception prevents us from
would come into contact with improving ourselves or making
in the job, introduction to the necessary changes to
company procedures on safety improve our relationships with
and health related matters, others, and our effectiveness in
introduction to company working with and dealing with
procedures on administration them at all levels. The HDMA
issues including requisitions will give the new hire and HR
for stationery items, salary insights to the real perceptions
payment system, procedures for of people around them and
leave application, introduction how those “perception gaps”
to company business and can be closed to cultivate
the respective people in the superior communication and
organization, etc. During the cooperation in the workplace.
Àrst month, the “buddy” would
assist the new employee to
settle down.
 Summary and Conclusion
Employee Recruitment is one of the
more important functions of Human
Resource Management. Unfortunately,
in most organizations, the function is
under-estimated and often neglected.

Organizations can only be as strong as

the collective strengths of the “people
they employ”. Team synergy can only
exist in an environment where there
12
92 are no “culture gaps” where employees
can work closely with each other and
understand each others· “likes and
dislikes”, including the colored brain
and emotional drivers.

Employee attrition can be reduced

substantially with better control and
proper recruitment procedures and
practices in place.

Key to effective recruitment lies

in the application of Directive
Communication Psychology, the
complete understanding of Job
Description, Job SpeciÀcation,
Selection Criteria, Directive
Interviewing Questions, Candidates
Assessment process, and professionally
trained interviewers.
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Appendix
Author·s Note
The Forms and Worksheets in the following
section are to be used as a guide for interviewers.
The contents should be re-worded in alignment
with your organization·s requirements such as
job matching, cultural matching and other criteria.
For further consultation.

please contact:

Ong Hong Him at: (65) 9619-0128

Or

goldhim@hotmail.com
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