From the hidden to the obvious

We found this - stunning - image by chance.


It shows, simply, that there are qualities and traits during our selection processes of employees that we look for but that aren’t explicitly available – maybe even they can’t express that they have these traits – how do they solve problems?


What goes on in their minds as they work?

During selection or development, we try to gain a glimpse of these qualities and draw conclusions based on what we see.

The performance of the employee, their pace, their punctuality, their persistence, their reliability will become apparent to those who work with them in a matter of moments.


When we have the opportunity, when we have the tools, why not use them in selection - measure what the person does, how they do it, not whether or not our perceptions of them "fit".


Image source is fischerandpartners blog

The dimension between soft and hard skills

Neither interviews nor paper and pencil questionnaires will discover the daily activity / working style of an associate.


Image was taken in our PsyOn laboratory

We are proud to share this relic

We are proud to share the relic that still affects not only our current services, but also our new developments.


This article published in 1989 is titled "Observations concerning the computer modeling of accident situations" (by Judit Farkas). The computer was a Commodore 64.


The results were not only at the forefront of accident research, but also saved lives - at the time, 10-12 fatal accidents in previous years were reduced to zero in one year, and the same has been maintained ever since in plants using our assessment methods.


Image source iMagyar Pszichológiai szemle 1989/4

An exciting fact about tolerance to monotony

There is a misconception: women are more tolerant of monotony than men.


The tolerance to monotony is actually an attribute of the nervous system; 30% of people tolerate it well, another 30% barely.


The misconception is based on the experience that more women work in monotonous jobs; the truth is that they are coping with the load monotony causes better than men, as secondary earners in the family.

Relic - when tests opened the gates

On Ellis Island, approx. 20 % of early immigrants were tested with intelligence tests.


Based on the results, 2% of them were denied the opportunity to immigrate (


The photo was taken in the Ellis Island National Museum of Immigration.

What Maslow didn't say

Maslow did not claim that everyone has a motivation to work.


In fact, nearly 75% of employees work just because it’s the only legal way to make money; which explains why money has the greatest incentive power.


That is, they are empowered by nothing but money ...


Image source:

Reaction time - quick and easy measurement

In the first occupational psychology laboratories reaction time was measured using a ruler. Based on the distance the ruler lowered on the wall covered until the persons stopped it by sticking it to the wall with their finger.


Image source:

Watching fatigue growing

The common factor of watching movies and fatigue is the resolution capacity of our brains.


There is a frequency at which our brains do not perceive separate images but a coherent sequence of motion.

Workload tests applied at the beginning and end of work show that this resolution changes as fatigue is growing.


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An example of how our brains' resolution changes with the FPS (Frame Per Second) rate in case of 15-30-60-120 FPS rate.

Why are IQ tests frustrating?

There is an intelligence test in which the respondent experiences a barrier and an obstacle of having only 25 minutes to answer forty questions.


The intention in the background is just the opposite: the large number of questions allows to achieve above-average value for those who are good at solving only one type of problem (e.g.. only good at logical problems with numbers, do not know what to do with the figures).


Image source: suhailalgosaibi

Color of trust

It looks like anytime, no matter how many times we look, bright, mostly blue-eyed people have to work much more, much better, and harder to gain the trust of others.


Deep-brown-eyed people are in the best position in this respect - they are chosen by most as a travel companion in a train, most people prefer to sit next to them in public transport, they are most likely to be asked for time or directions.


Even blue- and green-eyed people choose them when photos need to be aligned according to their preference of friendliness judged by the pictures.


Image source:

The hidden issue of the interviews - the Psychological Contract

This contract determines the things for which the employees are willing to mobilize their own resources, i.e. where they draw the limits that the employer cannot cross with its expectations, promises, or increasing benefits.


Knowing the type and content of the contract, it becomes clear how the associates can be encouraged and also to what degree they will be satisfied or dissatisfied, or be staying with the company.


However, the Psychological Contract has a critical feature - as soon as it is communicated, it loses its power.


The answer and question type interviews can not reach so deep into the expectations of the candidates. Only the first months of collaboration can reveal some conflicting elements of this silent contract.


Image source:

We can draw the rumor

Rumor is like a chain; goes around and closes on us.


It appears when group members work together in a chain-like way, meaning they don’t give information backwards.


In such cases, the links of the chain only convey the information they receive, adding what they know, or how they understood what they heard.


By the time you reach the third, fourth link in the chain, the information is turning into rumors, which we then call gossip.


Similarly, we can draw strong central control, well-organized collaborative groups, and even solitude.


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Good stress is good

There is not a single day when we are not reminded of the harmful effects of stress.


There is undeservedly little talk of positive stress.


In Professor Selye’s original work, good stress is given just as much weight as bad stress.


Unexpected good news, a joyful surprise, also causes stress in the body with the same physiological reactions.


A well-accomplished task, a time that is finally successfully assigned, fills us with satisfaction that drives us to perform better, creatively improve our efficiency, improve ourselves, and increase our self-esteem.


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Shoeshine and smile

There are only a few who has not met yet a quiet, restrained but very successful salesman.


Even having some predictive indexes, psychology does not have an ideal sales profile.


What we know for sure:


  1. Introverts can be as successful in sales as extroverts

  2. The high emotional intelligence of a salesperson supports success only if the buyer is forced to make an impulsive decision

  3. The most efficient working model for selecting and managing salespeople is the Hunter-Farmer-Fisherman model aligning daily sales activities with the sales strategy of the company.


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Dissatisfied satisfaction

Dissatisfaction with the job can drive creativity.


There are needs that, even if satisfied by the organization, as a result, employees will only not be dissatisfied; at least for the time being.

Examples are pay rises or changing the type of inconvenient protective equipment.


Then there are things that can make employees happy, but they also need to be satisfied on a regular basis; such is the amount of information they receive from what they expect, such as feedback, encouraging handshakes.


And there is the creative dissatisfaction when employees want more, differently, and do everything they can to bring about their ideas, change.


It is not known (at least we did not find one) whether there has ever been a questionnaire that included all three satisfaction groups, but for most companies, the majority of the surveys focus on the factors that cause dissatisfaction.


And work could be a more enjoyable activity.


Image source:

Instrumental measurements drive psychology at work

When we talk about psychology at work, we mostly associate it with tests.


However, labor & organizational psychology also uses instruments to measure skills and abilities; time and error, speed and accuracy to prevent accidents, overload, and fatigue, to personalize job elements


These data are used  to make reliable predictions about who will be satisfied  and successful in what activity, job, and even organization.


The reliability of these measurements is very high because the results cannot really be influenced by the actual conditions or preparation being defined by the characteristics of the nervous system.


Image source: our PsyOn psychology laboratory

The reverse assessment centers

The first Assessment Centers were just the opposite of the methodology currently used: the occupation, age, and abilities of the people enlisted in the World War II army were very different.


To increase the chances of survival, the tactical role best suited to the nature of the soldiers had to be found.


They were given tasks that revealed which soldiers were better at solving intelligence, reconnaissance, supply, and other combat situations.


In the selection, in addition to the correct task solution, the behavior corresponding to the role was the stronger criterion.


Today, most ACs are put together by testing the same predefined competencies in multiple situations to select the candidate who, according to the evaluators, best fits the organizational culture.


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The limits of soaring

The lower altitude limit to flights was dictated by the information processing speed of the brain.


After a series of improvements, the planes flew so fast that the image seen by the pilots simply lagged behind the actual position of the plane, so they repeatedly collided with hills and mountainsides thought to be distant.


Thus flight controls had to be given to robots.


Image source:


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