Advanced Interview Techniques with Model A

Modern approaches to recruitment demand increasingly precise tools for evaluating candidates. The use of personality typologies, such as Socionics and MBTI, opens up opportunities for deep, individualized diagnostics that account not only for professional competencies but also for how candidates process information, make decisions, and interact within a team.

At the core of these models lies the concept of informational metabolism, where each function of the personality defines how external and internal information is processed. Ignoring these aspects during interviews can lead to subjective errors, such as cognitive biases or underestimation of candidates whose strengths fall outside stereotypical expectations.

It is particularly important in interviews not only to assess a candidate’s strong functions but also to test their weak and painful areas, which can become critical under workplace stress. This approach enables the creation of an objective picture of a candidate's potential and limitations while also allowing for preemptive planning of support and adaptation strategies for the individual.

The purpose of this article is to propose an interview structure based on Socionics’ Model A, which facilitates a comprehensive analysis of the candidate through sequential testing of all functions. We will explore the stages of candidate interaction, the adaptation of questions to various aspects of informational metabolism, and methods for testing weak and painful functions while minimizing stress during the process.

2. Structuring Interviews Based on Model A

Model A in Socionics represents personality as a system of eight functions, each responsible for processing specific types of information (logical, ethical, sensory, or intuitive). These functions are organized by their strength, awareness, and activity level, which determine their influence on a person’s behavior and interactions. To conduct an effective interview, it is crucial to consider the specifics of these functions and structure the conversation to gather objective and comprehensive insights about the candidate.

2.1. Strong Functions: Base (1st) and Creative (2nd)

Strong functions form the core of the candidate’s personality. They dictate how the individual perceives reality and handles tasks within their “comfort zone.” Questions targeting these functions typically inspire confidence and ease in candidates, creating a positive impression in the initial stages of the interview.

Base Function (1st):

The Base function is responsible for the candidate’s primary abilities and is the most conscious and strongest function. At this level, it is effective to evaluate how well the candidate's professional skills align with the employer’s expectations. For example, candidates with strong logical functions excel when asked questions about data organization, while candidates with strong sensory functions are more comfortable answering questions about practical task management.

Creative Function (2nd):

The Creative function demonstrates flexibility and variability in applying knowledge and skills. It often manifests as the ability to adapt and find unconventional solutions. At this stage, it is useful to present scenarios or tasks requiring creativity and multitasking to assess the candidate’s adaptability.

2.2. Vulnerable Zones: Role (3rd) and Pain (4th)

Vulnerable functions are critically important in the interview process because their weaknesses can emerge in challenging workplace scenarios. Testing these functions helps identify not only potential problem areas but also the candidate’s ability to compensate for or develop these skills.

Role Function (3rd):

The Role function is situationally activated, primarily in social contexts. It is less confident than the strong functions but can be developed through training or experience. Questions designed to test the Role function should relate to social scenarios requiring the demonstration of skills or knowledge, without delving too deeply. For example, asking about interactions with colleagues or handling routine procedures can help evaluate this function.

Pain Function (4th):

The Pain function is the most vulnerable area for the candidate, often causing discomfort when emphasized. Testing the Pain function must be done with care and subtlety. Questions should be framed to assess how the candidate handles tasks related to this function without applying direct pressure. For instance, for weak ethics of emotions (Fe), questions might focus on managing conflicts, while for weak intuition of time (Ni), questions could explore planning under uncertainty.

2.3. Unconscious Functions: Suggestive (5th) and Mobilizing (6th)

These functions are not as clearly recognized by the individual as strong or vulnerable ones but significantly influence motivation and engagement at work.

Suggestive Function (5th):

This function is associated with areas where the individual seeks support and mentorship. At this level, it is helpful to evaluate what types of leadership and working styles are most comfortable for the candidate. For example, candidates with suggestive sensory functions may prefer questions about workspace organization, while those with suggestive logic might respond well to questions about receiving clear instructions.

Mobilizing Function (6th):

The Mobilizing function reflects areas that the individual easily perceives and eagerly develops. At this stage, it is useful to assess which tasks or roles inspire the candidate and bring out their natural enthusiasm.

2.4. Latent Functions: Ignoring (7th) and Demonstrative (8th)

Ignoring and Demonstrative functions play a secondary role in conscious behavior but become noticeable in specific circumstances, such as stress or working in unusual conditions.

Ignoring Function (7th):

This function is latent, but the individual strives to meet its requirements to avoid errors. Testing the Ignoring function may involve questions about situations where the candidate is not an expert but must maintain a basic level of performance.

Demonstrative Function (8th):

The Demonstrative function appears as a hidden but reliably working ability. Candidates often perceive this function as a “given” and do not consider it significant. Questions related to this area can help uncover abilities that may not be immediately apparent but could prove valuable in the workplace.

2.5. Practical Application of the Interview Structure

An interview structure based on Model A not only helps to identify professional competencies but also evaluates a candidate's personal potential in key areas – from strong functions that ensure effectiveness to weaker ones that require support. This approach enables HR professionals to reduce subjectivity in the hiring process and better tailor workplace conditions to the unique characteristics of each candidate.

3. Stages of the Interview: Working with Personality Functions

An interview based on Model A is a structured process where every action taken by the interviewer is aimed at sequentially testing the candidate’s personality functions. This organization of the conversation allows for a deeper understanding of the candidate's strengths, weaknesses, and motivational factors that influence their behavior in a professional environment.

Each stage of the interview corresponds to specific groups of functions, and the questions and tasks are adapted to identify relevant features of the candidate’s informational metabolism.

3.1. Stage 1: Establishing Contact and Identifying Strong Functions

During the initial stage of the interview, it is essential to create a comfortable atmosphere for the candidate and allow them to demonstrate their strengths, which reflect their Base (1st) and Creative (2nd) functions.

Goals:

• Establish contact and identify areas of confidence for the candidate.
• Determine key aspects of their professional style and approach to tasks.

Approaches and Questions:

For the Base Function: Questions are designed to allow the candidate to reveal their core abilities. For example, for logical types, questions may focus on data organization and problem-solving, while for ethical types, they may center on managing emotional climates or working with people.

For the Creative Function: Scenarios or tasks that require flexibility and creative application of knowledge can be included. For example, the candidate may be asked to describe a situation where they had to improvise or apply their skills in unconventional circumstances.

At this stage, it is crucial to avoid applying pressure, as this could make the candidate uncomfortable, especially if they feel stressed by the interview format. Creating a trusting atmosphere provides a strong foundation for the following stages.

3.2. Stage 2: Deepening the Conversation – Evaluating the Role and Pain Functions

Once the candidate’s strengths have been identified, the interviewer moves on to assessing the Role (3rd) and Pain (4th) functions. These functions point to areas where the candidate is either forced to adapt to circumstances (Role) or experiences discomfort and lacks proficiency (Pain).

Goals:

• Assess the candidate’s ability to utilize formal skills in practical work.
• Identify areas of potential stress and discomfort.

Approaches and Questions:

Role Function (3rd): Questions should focus on standard procedures that require minimal initiative but demand accurate execution. For example:

• "How do you follow established instructions?"
• "How do you organize your time when working within strict guidelines?"

It is important that the candidate does not feel pressured during this stage, as this allows for a more objective assessment of their confidence in this area.

Pain Function (4th): Questions are framed gently, with a focus on exploring how the candidate adapts to aspects they find challenging. For example:

• For weak sensory perception (Se): "How do you handle situations where quick decision-making under strict conditions is required?"
• For weak intuition of time (Ni): "How do you plan tasks when faced with many unknowns?"

The interviewer’s task is not to criticize weaknesses but to understand how the candidate compensates for this function through learning, support, or delegation.

3.3. Stage 3: Motivation and Support – Working with the Suggestive and Mobilizing Functions

This stage focuses on understanding the candidate’s motivational needs and identifying the areas where they can easily engage in work without significant effort.

Goals:

• Understand which factors create a comfortable work environment for the candidate.
• Identify aspects where the candidate is most receptive to learning and involvement.

Approaches and Questions:

Suggestive Function (5th): Questions aim to uncover the candidate’s preferences regarding management style, training, and external support. Examples:

• "What management style do you find most comfortable?"
• "How do you prefer to receive feedback?"

Candidates often show enthusiasm when discussing areas where they seek clear instructions or external guidance rather than acting independently.

Mobilizing Function (6th): The interviewer asks questions to identify areas that inspire and engage the candidate. Examples:

• "What types of tasks give you a sense of inspiration?"
• "What helps you quickly get into a working rhythm?"

The goal is to determine the aspects that the candidate perceives as their natural zones for growth and development.

3.4. Stage 4: Analysis in Stressful and Unusual Situations – Working with Ignoring and Demonstrative Functions

In the final stage of the interview, the Ignoring (7th) and Demonstrative (8th) functions are assessed. These functions play a secondary role but can become critical under stress or in atypical circumstances.

Goals:

• Identify hidden or latent abilities that may emerge in challenging situations.
• Evaluate the candidate’s approach to tasks outside their natural preferences.

Approaches and Questions:

Ignoring Function (7th): Questions focus on situations where the candidate must perform in areas outside their expertise but meet basic standards. Examples:

• "How do you handle tasks that don’t interest you but are necessary for work?"
• "What tools help you stay on track in such situations?"

Demonstrative Function (8th): Questions are designed to uncover abilities that the candidate uses naturally but may undervalue. Examples:

• "What tasks do you complete easily but don’t consider an essential part of your job?"
• "How do you typically assist colleagues in solving their tasks?"

These questions help understand skills or qualities the candidate applies effectively, even if they do not consciously emphasize them.

3.5. Concluding the Interview: Integrating Insights

In the final stage, the interviewer analyzes the collected data, summarizing conclusions for each group of functions. Closing questions may involve the candidate’s reflection on their strengths and weaknesses and their expectations for the role.

Goal:

To create a holistic profile of the candidate by aligning their responses with the functional structure of Model A and the requirements of the specific position.

4. Evaluating Interview Results

Evaluating the results of an interview based on Model A involves a comprehensive analysis of the candidate's responses through the lens of their functional structure. The primary goal of this stage is to determine how well the candidate's strengths and weaknesses align with the requirements of the specific role, the team, and the workplace environment.

Effective interpretation of responses requires consideration of three key aspects: the alignment of functions with job responsibilities, the candidate’s awareness of their strengths and weaknesses, and strategies for compensating weak functions.

4.1. Analysis of Strong Functions: Base (1st) and Creative (2nd)

Strong functions define the candidate’s professional “core” – the areas in which they are confident and capable of delivering high performance.

Base Function:

Assess how well the Base function aligns with the primary responsibilities of the role. For instance, roles requiring strategic planning benefit from strong intuition (Ne or Ni), while operational roles require strong sensory perception (Se or Si). If the candidate’s Base function aligns with the primary aspect of the job, it often indicates long-term stability and productivity in the role.

Creative Function:

Evaluate how the candidate uses their Creative function to adapt to non-standard situations. Ensure that it complements the Base function and enhances the candidate’s ability to manage complex tasks. For example, if the Base function is focused on systematic approaches (Te), Creative intuition (Ne) may enable the candidate to find innovative solutions to problems.

4.2. Assessing Weak Areas: Role (3rd) and Pain (4th) Functions

The Role and Pain functions play a critical role in determining how the candidate handles stress and challenging tasks.

Role Function:

If the candidate demonstrates confidence in their Role function, it may indicate successful experience in areas outside their natural strengths. For example, a candidate with Role sensory perception (Se) may competently handle organization and operational management if they have sufficient experience and clear instructions. However, if the candidate exhibits excessive tension when discussing topics related to the Role function, it may suggest high vulnerability in this area under increased workload.

Pain Function:

Determine how willing the candidate is to acknowledge their weaknesses in the Pain function. Mature candidates often develop compensation strategies (e.g., delegation, leveraging external resources). It is crucial to note that roles where aspects of the Pain function are critical may lead to burnout or low performance. For example, if the job requires strict adherence to deadlines (Ne) and the candidate has weak intuition of time (Ni), this could pose a significant limitation.

4.3. Motivation Assessment: Suggestive (5th) and Mobilizing (6th) Functions

A candidate’s motivation and engagement at work largely depend on how well the workplace environment and tasks align with their Suggestive and Mobilizing functions.

Suggestive Function:

Analyze which forms of support or external assistance the candidate perceives as most effective. For example, candidates with Suggestive ethics of emotions (Fe) thrive in a positive emotional atmosphere, while those with Suggestive logic (Te) benefit from clear instructions and structured information. If the work environment does not provide resources to satisfy the Suggestive function, this may lower the candidate's motivation.

Mobilizing Function:

Assess how tasks related to this function inspire and engage the candidate. For example, a candidate with Mobilizing intuition of possibilities (Ne) will feel enthusiasm for tasks requiring idea generation, while a candidate with Mobilizing sensory comfort (Si) will excel in projects related to comfort and quality. Supporting the Mobilizing function through work assignments can enhance the candidate’s engagement and productivity.

4.4. Latent Functions: Ignoring (7th) and Demonstrative (8th)

These functions are rarely consciously acknowledged by the candidate but can be valuable in specific workplace scenarios.

Ignoring Function:

Evaluate how well the candidate controls this function in situations where it is necessary. For example, an individual with Ignoring logic of actions (Te) may maintain a minimum level of organizational approach but may not feel comfortable engaging in it systematically. For critical tasks, the work environment should be adapted to reduce the burden on this function.

Demonstrative Function:

Analyze which aspects of work the candidate performs effortlessly, even without highlighting their significance. For example, a candidate with Demonstrative sensory comfort (Si) may naturally create a cozy and efficient workspace, which could be a valuable asset to the team. It is important to recognize that such abilities may benefit the team, even if the candidate does not view them as noteworthy.

4.5. Integrating Results: Aligning the Candidate’s Profile with Job Requirements

After analyzing all functions, the interviewer should:

• Compare the candidate’s strong functions with the key responsibilities of the role. If the primary aspects of the job align with the candidate’s strengths, it increases the likelihood of successful adaptation and productivity.
• Determine how the candidate’s weak functions can be compensated for, such as through training, colleague support, or task delegation.
• Evaluate whether the work environment meets the needs of the candidate’s Suggestive function. If not, the candidate may quickly lose interest and motivation.
• Identify latent abilities that could strengthen the team or project. Ignoring and Demonstrative functions may reveal their value in crisis or unconventional situations, which should be considered in the analysis.

4.6. Conclusions and Recommendations for Next Steps

Based on the interview results, HR specialists can draw the following conclusions:

• How well the candidate fits the role’s requirements and the team’s dynamics.
• Which strategies for adaptation and motivation can enhance their effectiveness.
• Whether additional evaluations or tests are necessary to clarify certain areas of concern.

This structured evaluation model minimizes subjectivity and provides an objective profile of the candidate, which is especially important for making well-informed hiring decisions.

5. Advantages of the Personality Function-Based Interview Approach

Leveraging Model A in interviews allows recruiters to go beyond standard HR practices and consider the unique aspects of candidates’ informational metabolism. This ensures a deeper and more accurate evaluation of their professional potential while reducing the risk of hiring errors.

5.1. Individualized Recruitment Process

Interviews structured around personality functions focus on the cognitive and emotional characteristics of the candidate. This provides the following advantages:

• Improved accuracy of assessment: Questions and tasks are tailored to the candidate’s strengths and weaknesses, minimizing subjectivity.
• Consideration of thinking styles: Intuitives, sensors, thinkers, and feelers can showcase their strengths in a format that feels natural to them.
• Focus on potential: Weak functions are evaluated not to find faults but to understand how they can be compensated for or developed further.

5.2. Reduction of Hiring Errors

Traditional interviews are often susceptible to cognitive biases such as the first-impression effect, projection, or hyperfocus on either strengths or weaknesses. Model A helps mitigate these risks by:

• Providing a clear structure for the interview, allowing all key aspects of the candidate’s personality to be tested evenly.
• Taking into account both the candidate’s strong and vulnerable areas, preventing one-sided evaluations.
• Analyzing each function to better predict the candidate’s behavior in stressful situations and during complex problem-solving tasks.

5.3. Creating Long-Term Motivation

Analyzing the Suggestive and Mobilizing functions helps identify what motivates the candidate and what could diminish their engagement. This allows recruiters to:

• Adapt the work environment to enhance productivity.
• Avoid conflicts between job requirements and the candidate’s personal characteristics.
• Maintain a balance between comfort and challenges, which is critical for long-term employee retention.

5.4. Enhancing Team Efficiency

Integrating employees based on their strengths and weaknesses allows for the creation of more balanced teams. Functions that are weak in some employees can be compensated for by the strong functions of others, contributing to:

• Increased overall team productivity.
• Reduced tension and conflicts.
• Role distribution that aligns with each team member’s natural preferences and strengths.

6. Conclusion

An interview based on Model A is a tool that not only evaluates a candidate’s professional competencies but also provides deeper insights into their behavioral and cognitive potential. This approach is particularly valuable when assessing candidates for complex, multi-layered roles where skills, adaptability to working conditions, stress tolerance, and team dynamics are all critical.

Testing all personality functions helps:

• Create an objective profile of the candidate, including their strengths and areas for growth.
• Align the profile with the job requirements and team expectations.
• Identify strategies for adaptation and motivation, minimizing potential conflicts between the candidate’s individual characteristics and job responsibilities.

Implementing this approach requires a deep understanding of Model A and practical interview skills, but its advantages are clear: reduced hiring risks, improved quality of recruitment, and the formation of more balanced teams.

For HR professionals and organizational development specialists, incorporating methodologies based on informational metabolism functions can become a key tool in enhancing the efficiency of HR processes.