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Using Hypnosis to Get That Job!

Copyright 2005 Danek Kaus

By David R.

Copyright 2005 Danek Kaus

By David R. Barron and Danek S. Kaus

What if there where a way to hypnotize HR people into
hiring you?

Although it sounds like the stuff of movies, you really can
influence the job interviewer's subconscious mind to hire
you, or at least move your resume to the top of the stack.

How do you do this?

There are three steps. You begin by creating instant
rapport with the HR person. Then you learn what is
important to them on a deep emotional level.
Finally, you use this information to help them decide who
the best candidate is.

That's you, of course.
=09
So let's begin.

RAPPORT=09

With rapport, everything is possible. Without it, nothing
is possible.

So what is rapport? It is a feeling of being in sync with
another person.
Usually people try to create rapport by throwing spaghetti
on the wall to see what sticks. They talk about sports, a
hit TV show or the weather, hoping to find something in
common. This is hit or miss.

Although we all seek some form of kinship, many HR people
feel they should not have rapport with the people they
interview. That doesn't matter. You will create rapport
without them knowing it.

You can reliably create rapport by physically acting like
the HR person. If she leans to the left side of her chair
and crosses her arms, you lean to the right side of your
chair and cross you arms. This is called mirroring.

You can also lean to the left side of your chair and cross
your arms. This called matching.

Either way, mirroring and matching are quick ways to create
rapport, because on a subconscious level, she's thinking:
"he's just like me." And people respond positively to
others who are like them.
=09
You can also create rapport by matching someone's way of
speaking. If he machine guns words like a fast-talking New
Yorker, you do the same. If he speaks more slowly and
softly, slow down and soften your voice.

A word of warning: when someone shifts their body position
or changes they way they speak, wait four to five seconds
and then gradually change. =20
If you mirror and match too quickly, you will appear to be
mocking the other person, which could be offensive.

VALUES=09

Despite what we like to tell ourselves, we do things for
emotional reasons, not logical ones. Our values move us
through the world.

In a work context, one HR person may value the sense of
doing a good job while another simply wants to get the boss
off his back. Uncovering and reflecting back someone's
deepest values (in a work context) will make them want to
hire you. For them to do otherwise would be to go against
the very fiber of their being.

INFO QUEST

Once the formal part of the interview is concluded, the HR
person will usually ask you if you have any questions. This
is the point at which you mine for information.=20

Will she make the decision herself or pass on a
recommendation? Does she have to interview a specific
number of applicants or can she stop when she feel's she
has found the right person? This information is critical
because you are going to feed it back to her later on.

The next step will only work if you have established
rapport. You can test rapport by purposely breaking it.=20
Shift your body to another position, if she does the same,
you've established rapport. If she doesn't shift to match
you, go back to the former position and try to mirror and
match her more exactly. =20

You can refine the process by matching such things as
accents or the rhythm of someone's speech, the highs and
lows.

One of the most powerful ways to create rapport is to
breath at the same rate as the other person. Once you have
tweaked your techniques, test rapport again.
=09

Remember, make these changes gradually. Once you know you
have rapport, you can take the conversation to a higher,
and more intimate level. You want to learn the HR person's
values.
=09
You might say something to the effect of: "I'm curious.=20
I'm sure you have interviewed a lot of very qualified
people and had times when you knew this person was right
for the job. You may have been sitting in this very chair.
When you find this person and think this person, not that
person, what is important to you about that?"

It is critical to ask what is important, not why is that
important. If you ask someone why they can get defensive
and then decide to come up with lots of reasons why. You
don't want that.

So back to your question.

A very typical response will probably have to do with the
company line. He may say they want the most experienced
candidate or the one who fits their culture. Whatever he
says, your job is to listen very attentively and agree with
him.

You might say, "I absolutely agree that (company line) is
important and what I'm wondering is, when you are able to
pick this person who is right for the job, what does that
give you?

You have started to take the HR person away from the
company line and are moving toward communication on a more
personal level. At this point, the interviewer might say
something such as, "finding the right person gives me a
sense of satisfaction." Or, "it gets the boss of my back."

Regardless of what he says, you agree with him and
acknowledge it and in some way try to repeat and
reemphasize what he just said.

You might say, "I understand how important it is to have a
sense of satisfaction (or boss off your back, etc.) What
would that give you that's even more important?" You are
now probably going to a much higher value of the HR person.
He might respond that he will have a "feeling of personal
satisfaction" or a "sense of relief."

Once again, feed back the response, and ask at least one or
two more such questions, learning what each (deeper value)
will give the HR person. Somewhere between the third and
fifth level of values, you will see a physical change in
their demeanor.

He may sit back and smile. His face may light up. You have
discovered his highest value in hiring someone.

You have just struck gold. It's time to demonstrate how
you, and you alone, will fulfill that value.

CLOSING THE DEAL

Lets' say that an HR exec has revealed that her highest
value is a sense of "contributing to the organization."
This would be a great time to hand her your resume as you
say something such as, "What I'd like you to think about is
contributing to the organization and how much I can
contribute to it also."

Another step you can take to seal the deal is to inoculate
the exec from thinking that anyone else could possibly
qualify for the position.

You might say: "I was taking to a friend of mine who hires
people for jobs that are similar to the openings you have
and he was telling me that when you find someone that
really does demonstrate an ability to contribute, he really
does stick in your mind and everyone else's. Other
applicants may seem to say the right things. They may try
in vain to impress you, but I know that you are not going
to be impressed by that. You know who the right person for
the job is."

You can also add your understanding of the process and
reaffirm it. "I realize that you have to interview 25
applicants before you make your decision. But I think you
already know that it is now just a formality that you must
go through."

Or, "I realize that you are required to choose five
candidates to pass on to your boss. I think we both know
who's resume will go on top. Don't we? It's someone who
will contribute in a meaningful way."

It will be almost impossible for the HR exec to seriously
recommend anyone else.

These techniques are not a substitute for being genuinely
qualified for the job. And you must polish your other
interview skills. Those you can find in any good job
search book.

But if you add in rapport, learning someone's values and
then feeding those values back to them, you can have a
powerful impact on the HR exec.

Finally, you must practice these skills before attempting
to use them during an interview. Try them out on people
you know. Try them out on people you don't know.

Once you feel that you have mastered these techniques, you
can walk into the interview knowing who's really in charge.

You can get that job, or have your resume magically move to
the top.

----------------------------------------------------
David R. Barron and Danek S. Kaus are the authors of the
new book, "Power Persuasion: Using Hypnotic Influence to
Win in Life, Love and Business." For information, visit
http://www.power-persuasion.com/book

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