Al-Beruni International Journal of Social Scinces.

2019;1(1):1-14

Al-Beruni International Journal of Social Sciences (AIJSS)

Journal homepage: http://issrpublishing.com/aijss/

Original paper

The Implementation of Biofeedback HRV Techniques in Interviews for Staff Recruitment Process

Dr. Muhammad Nubli Abdul Wahaba, Azham Abdul Rahmana , Dr. Abdul Qahar Sarwarib*

a
Center for Modern Languages and Human Sciences (CMLHS), University Malaysia Pahang (UMP),
Lebuhraya Tun Razak, 26300 Gambang, Kuantan, Pahang, Malaysia.
b
Faculty of Journalism, Al-Beruni University (AU), Hisai-Awali-Kohistan, 1254, Kapisa province, Afghanistan.

*Corresponding author’s Email: qaharesarwari@gmail.com , *Tel: +93728779196

Received: 12-10-2019; Revised: 10-11-2019; Accepted: 17-11-2019

Abstract

In this experiment, biofeedback techniques were applied to assist in the process of staff recruitment. 47 candidates were put through
four phases of staff recruitment process. One of the phases involved the implementation of biofeedback HRV techniques. The
candidates consisted of 22 men and 25 women, aged between 25 to 30 years old. The candidates went through four screening stages
or phases. Phase 1 was a selection process based on the candidates’ paper qualifications. Phase 2 was an evaluation stage by group
assignments. Phase 3 was an open interview process and it was conducted before the commencement of Phase 4, which was HRV
Biofeedback session. After the first phase, only 28 candidates out of 47 managed to proceed to Phase 2. Then, among the 28
candidates, only 8 passed through and proceeded to Phase 3 & 4. From the results, the best candidate for the job was identified.
The best candidate did well not just during the interview session but also during the HRV Biofeedback session. The results from
the HRV Biofeedback session were the deciding factor in selecting the best candidate.

Keywords: Staff recruitment; Interview; Biofeedback; HRV techniques

Introduction
Biofeedback can be defined as a method of treatment that uses a monitor to measure patients' physiologic
information of which they are normally unaware. By watching a monitor, patients can learn by trial and error to
adjust their thinking and other mental processes in order to control 'involuntary' bodily processes such as blood
pressure, temperature, gastrointestinal functioning, and brain wave activity. Biofeedback is now used to treat a
wide variety of conditions and diseases, including stress, alcohol and other addictions, sleep disorders, epilepsy,
respiratory problems, fecal and urinary incontinence, muscle spasms, partial paralysis, muscle dysfunction caused
1
by injury, migraine headaches, hypertension, and a variety of blood vessel conditions, including Reynaud’s
phenomenon (MedicineNet.com, 2015). Biofeedback techniques is also being used to help overcome disciplinary
problems among high school students (Senik, Wahab, & Zamani, 2013), help reducing anxiety to improve
academic performance among university students (Ghani, Awang, Wahab, Othman, Prima & Vitasari, 2010), and
help reduce stress among manufacturing operators (Sutarto, Wahab & Zin, 2012).
Due to its extensive applications in human psychophysiological treatment and self-development, the importance
of biofeedback techniques is clearly undeniable. For example, a breathing training method using biofeedback and
“surf imagery" has been applied to produce deep-diaphragmatic breathing to correct hyperventilation in persons
presenting with anxiety and panic disorders, including agoraphobia (Fried, 1987). Biofeedback therapy in fecal
incontinence has been reported to improve continence in more than 70% of patients, not only during treatment
and within the first two years but also for several years after therapy (Enck, 1994). Biofeedback has also been
applied in the modification of behaviors (Yates, 2012). Biofeedback and relaxation techniques have been used in
the treatment of severely burned children and both bio-feedback and progressive relaxation training significantly
reduced manifest and self-reported anxiety and pain (Knudson-Cooper & Mary, 1981).These are just but a few
applications of biofeedback in solving problems and situations. This clearly shows that the application of
biofeedback is gaining importance in various fields, especially in psychophysiology.
A biofeedback therapist helps patients practice relaxation exercises, which the patients fine-tune to control
different body functions. For example, a patient might use a relaxation technique to turn down the brainwaves
that activate when he/she has a headache. Several different relaxation exercises are used in biofeedback therapy,
including:
a. Deep breathing
b. Progressive muscle relaxation -- alternately tightening and then relaxing different muscle groups
c. Guided imagery -- concentrating on a specific image (such as the color and texture of an orange) to focus your
mind and make you feel more relaxed
d. Mindfulness meditation -- focusing your thoughts and letting go of negative emotions (Recruitment, 2011).
HRV Biofeedback procedures could also be used to measure performance. HRV biofeedback training works by
teaching people to recognize their involuntary HRV and to control patterns of this physiological response. The
training is directed to increase HRV amplitude that promotes autonomic nervous system balance. This balance is
associated with improved physiological functioning as well as psychological benefits (Sutarto, Wahab & Zin,
2013), including reduction of tension and anxiety. In an exploratory field study, Barrios-Choplin et al. (1997)
found that an Inner Quality Management (IQM) training on a group of Motorola employees (30 factory workers)
significantly increased productivity through the improvement of job satisfaction and communication, and through
the reduction of tension and anxiety (Sutarto, Wahab & Zin, 2013).

Staff Recruitment Process

Recruitment is synonymous with "hiring" in American English, refers to the overall process of attracting,
selecting and appointing suitable candidates for jobs within an organization, either permanent or temporary,
unpaid positions, such as voluntary roles or training programs. Managers, human resource generalists and
recruitment specialists may recruit in-house, while public-sector employment agencies, commercial recruitment
agencies, or specialist search consultancies may undertake parts of the process. Internet-based technologies to

2
support all aspects of recruitment have become widespread (Recruitment, 2011). The recruitment process
involves several stages or phases.
The first stage is job analysis. In situations where multiple new jobs are created and recruited for the first time, a
job analysis would be undertaken to document the knowledge, skill, ability, and other personal characteristics
required for the job. From these the relevant information is captured in such documents as job descriptions and
job specifications. Often a company will already have job descriptions that represent a historical collection of
tasks performed. Where already drawn up, these documents need to be reviewed or updated to reflect present day
requirements. Prior to initiating the recruitment stages a person specification should be finalized to provide the
recruiters commissioned with the requirements and objectives of the project or task (Recruitment, 2011).
The next stage is sourcing. Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate media, such as local
or national newspapers, specialist recruitment media, professional publications, window advertisements, job
centers, or in a variety of ways via the internet. Alternatively, employers may use recruitment consultancies or
agencies to find otherwise scarce candidates who may be content in their current positions and are not actively
looking to move companies. This initial research for so-called passive candidates, also called name generation,
results in contact information of potential candidates who can then be contacted discreetly to be screened and
approached (Recruitment, 2011).
The third stage is suitability for a job. It is typically assessed by looking for those are required for a job. These
can be determined via: screening résumés (also known as curriculum vitae or CV); job application; Biographical
Information Blanks which is an assessment that asks for a more extensive background than an application; or a
job interview. Various psychological tests can be used to assess a variety of knowledge, skills, abilities and other
characteristics (KSAOs), including literacy. Assessments are available to measure physical ability. Recruiters
and agencies may use applicant tracking systems to filter, along with software tools for psychometric testing and
performance based assessment. In many countries, employers are legally mandated to ensure their screening and
selection processes meet equal opportunity and ethical standards. Employers are likely to recognize the value of
candidates who encompass soft skills such as interpersonal or team leadership (Coffey, Kamhawi, Fishwick &
Henderson, 2013; Yoshida, Yashiro & Suzuki, 2013). Multinational organizations and those that recruit from a
range of nationalities are also concerned candidates will fit into the prevailing company culture (Recruitment,
2011).
The word disability carries few positive connotations for most employers. Research has shown that employer
biases tend to improve through firsthand experience and exposure with proper supports for employee and the
employer making the hiring decisions, less influenced by the disabled applicant perceived contribution. As for
most companies, money and job stability are two of the contributing factors to productivity, which in return
equates to the growth and success of a business. Hiring disabled workers produce more advantages than
disadvantages. Disabled workers are more likely to stay with the company and make their a work a career than
most due to the fact that they appreciate having a job and are more stable because they can work at high levels.
There is no difference in the daily production of a disadvantaged worker. Given their situation, they are more
likely to adapt to their environment surroundings and acquaint themselves with equipment, enabling them to
solve problems and overcome adversity as other employees. The U.S. IRS grants companies Disable Access
Credit when meeting eligibility. These funds can assist with costs of accommodations and other expenses like

3
supervision and assistance of those who encounter problems, or hiring of more qualified personnel (in case
supervisor unavailable) which equates to higher wages, double shifts and incentives. Ensuring adequate space
and property changes such as ramps, restricting parking spaces, and posting handicap signs can be fairly
inexpensive. Sometimes companies lose skilled workers due to depth of responsibility entailed in overseeing
employees that are disadvantaged (Recruitment, 2011).

Figure 1 below shows the flow chart of a typical staff recruitment process practiced by most organizations
(Recruitment Process, 2010)

Figure 1 Flow chart of a typical staff recruitment process

One of the main challenges faced in staff recruitment is selecting staff without serious behavioral problems such
as lazy, weak and not motivated. Some of the candidates could successfully conceal their actual behaviors during
interviews and other screening procedures. This is where biofeedback techniques come into the picture. The body
function that is to be monitored by biofeedback for the purpose of staff recruitment is heart rate variability or
HRV. As being mentioned before, HRV biofeedback measures heart rate. It may be used for anxiety, asthma,
chronic obstructive pulmonary disease (COPD), and irregular heartbeat.[9] The use of HRV biofeedback has
positive effects on human performance, creativity, harmony and psychological flexibility (McCraty & Shaffer,
2015; McCraty, Tomasino, Atkinson, Aasen & Thurik, 2000; Lagos, Aschillo, Vaschill, Lehrer, Bates & Pandina,
2008).

4
Biofeedback can be used to scale the self-regulation ability among individuals from the psychophysiological
perspective, in order to measure their laziness using the self-regulatory techniques which is Heart Rate Variability
(HRV) Biofeedback (Gatchel, Robinson, Pulliam & Maddrey, 2003). A lazy person has low self-regulation
ability. Laziness can be defined as a behavior describing passive attitude of a person with the tendency to avoid
work although he/she is capable physically. This attitude happened because of the failure in the achievement goal
orientation that would affect the self-regulation within a person (Howell & Watson, 2007). HRV Biofeedback
could be used to clearly detect laziness in a person, a trait that could not be detected or quantified during normal
interviews.
Motivation is closely related to laziness. In general, it could be said that a lazy person is also not motivated
enough. Motivation is a theoretical construct used to explain behavior. It represents the reasons for people's
actions, desires, and needs. Motivation can also be defined as one's direction to behavior or what causes a person
to want to repeat a behavior and vice versa (Motivation, 2011). It has been also reported that self-regulation is an
important element in goal-setting, planning, executing, managing, monitoring and self-evaluating (Kharrazi &
Kareshki, 2010). It brought a meaning that self-regulation influenced motivations, thoughts, emotional states and
patterns of behavior among individuals. As self-regulation influences motivation, therefore HRV Biofeedback
can also be used to detect the motivation level of an individual.

Method
In this research, the characteristics expected and tasks to be performed by the candidates in the interview were:
•Ability to execute human development projects
•Ability to prepare proposals for human development
•Ability to perform public speaking
•Ability to manage problems among subordinates
The objective of this research was to verify the extent of combining biofeedback techniques with the conventional
techniques of recruiting workers in order to select the best workers that fulfill the required criteria.
The candidates would be going through four phases of selection processes. Phase 1 was a selection process
executed based on the candidates’ paper qualifications. The candidates were evaluated according to their
documents, SPM results & degrees, in which the candidates were screened according to their certificates and
university examinations results. The selection panel at this stage consisted of officers doing academic screening,
whether the required criteria were fulfilled or not. If the certificates and documents presented were not complete,
the application would be rejected.
At Phase 2, the candidates were taken to the second screening stage, in which the technique being applied here
was:
Group assignment – problem solving – the most effective candidate in solving problems. Each group consisted
of 5 candidates and the problem presented to them was how they were going to devise a plan to develop a human
development project that was to be implemented in the organization. The duration to complete the process in
phase 3 was 4 hours for 29 candidates and the best 8 would proceed to the fourth stage. The candidates selected
from this screening stage were the best in terms of academic achievement, problem solving abilities and ability
to communicate. The most practical problem solver would be given the priority to proceed to Phase 4.
The third phase was the phase in which it involved open interviews process. Several factors were under scrutiny.
The first one is Academic Qualifications, the highest academic achievement whether first degree or masters
5
degree. The next factor was Working Experiences that were related to the field, if the working experience was of
relevance, priority would be given to the candidate. The candidates would also be evaluated in terms of Interest
towards Job, whether the candidates were interested in the job and proofs that showed the candidates’ interest
and suitability to perform the job. In relevance to that, the candidates were also being asked about General
Knowledge, how good the candidates could answer and solve the problems of current issues with clarity and
maturity.
One of the most important criteria for the job was Intelligence, how good the candidates’ knowledge about current
issues that require analysis and problem solving. The involvement of the candidates in Extra Co-Curricular
Activities was also being scrutinized, both in sports and extra co-curricular activities. One of the key aspects of
an interview is Communication Skills, how good the candidates could communicate eloquently and displayed
self-confidence. Last but not least, the candidates were also being evaluated in terms of Attitude / Personality
Appearance, the extent the candidates manage to display their style of speaking, problem solving and clash of
conflicts effectively.
The interviewer panel consisted of 5 highest ranking officers of the organization, who would evaluate the
candidates from various aspects. The interview process was done in groups, in which 4 candidates would be
interviewed simultaneously at a time in the interview room. The objective of the interviews was to select the most
qualified candidate to perform the duty as a community development officer. Marks would be given to each
candidate by all the five panel members and the marks would be summed up.
Phase 4, the final phase was Biofeedback Process. In this phase the eMwave equipment was being used. The
purpose of using this equipment was to monitor the status of self-control by utilizing the PPG sensor and HRV
data. This session was conducted after phase three, in which it was conducted while the candidates were still in
the room after the phase 3 interview. The environment of the room, in which the biofeedback was to be conducted,
was peaceful and remote, and the candidates were asked to sit calmly and relaxed before the recording of HRV
data.
The whole process would take 10 minutes, where the stages that protocol involved were:
• Baseline – the purpose was to obtain the readings of basic HRV data (3 minutes), the candidates were asked to
relax and stay calm. The candidates were asked to sit comfortably on chairs and keep their mind and heart relaxed
in order to get the best possible HRV readings.
• Relaxation – Its purpose was to observe how fast the candidates could control themselves in challenging
situations. It is because, after the HRV session, the candidates were required to enter the interview room. If the
candidate failed to stay relaxed in this situation, it would show that the candidate was weak in self-control (3
minutes). The candidate’s ability in controlling heart and mind was important to produce the best possible HRV
readings (Segerstrom & Nes, 2007).
• Relaxation and Slow breathing (3 minutes) – The candidates were requested to control breathing and relax in
order to get better HRV readings compared to the previous session. If the candidate could relax and stay calm
during this phase, it showed that the candidate managed to control him/herself in a difficult situation and able to
make proper adaptation. However, if the candidate was unable to control the HRV, it showed that the candidate
was unable to control him/herself in difficult and various situations (Drane, McDonald & Angel, 2013).

Results

6
1. Results from the first screening Out of 47 who applied, only 28 passed through the first screening. This
occurred due to:
•Academic achievement lower than 2.5.
• Lower than a credit for Malay Language
• Had not completed studies yet (no ccertificates and transcript)
• Never get involved in extra co-curricular activities
• Documents not complete.
Results from the analysis of the first screening showed that the reason why the candidates failed was because of
failure to fulfill the required basic conditions to work in human development field.

2. Results from the second screening

Twenty-eight candidates went through the second screening, a process to select the best candidates that fulfill the
job requirements. Table 1 below shows the results from the third screening: From Table 1 below, it shows that
the candidates did well in terms of academic qualifications.

Table 1 Shows the results from the academic qualifications of the candidates.

Problem Academic Appearance Relevant Total Points

Solving Qualifications (25 marks) Experience (100 marks)
(25 marks) (25 marks) (25 marks)
Average 14.11 19.78 16.07 14.82 64.78
Variance 28.84 17.36 31.99 29.41 336.69
Standard 5.37 4.16 5.66 5.42 18.35
Deviation

Based on the table, the average marks obtained was 19.78 out of 25. However, they did not perform that well in
problem solving, where the average marks obtained was the lowest; 14.11 out of 25. It was quite the same case
from the aspect of relevant experience. Most candidates did not possess the relevant experience required for the
job, in which they scored the average marks of 14.82 out of 25. The candidates did quite well in terms of
appearance. They scored the average marks of 16.07 out of 25. On the average, the candidates scored 64.78%.
Looking into the difference within each evaluation aspect, Table 2 below shows that the highest difference was
in terms of appearance, a variance value of 31.99. The lowest difference, as shown in Table 1, was in terms of
academic qualifications with a value of 17.36. There were also differences within relevant experience and
problem solving, which were 29.41 and 28.84 respectively. Table 2 below indicates more details as well.

7
 Table 2 below shows the correlation analysis of the results from Phase 2 screening

Problem Academic Relevant Total

Solving Qualifications Appearance Experience Points
Problem
Solving 1
Academic
Qualifications 0.691308 1
Appearance 0.787387 0.85559 1
Relevant
Experience 0.771326 0.622742 0.6017 1
Total Points 0.920338 0.877196 0.910822 0.848188 1

Based on Table 2 as well, it could clearly be seen that candidate 1 scored the highest marks in this screening
phase. Candidate 1 managed to get 93 out of 100. It was then followed by candidate 2, who scored 90 marks,
candidate 3 who scored 88 marks and candidate 4, who scored 75 marks. It could be deduced from here that
candidate 1 was the most qualified person for the job, followed by candidate 2, 3 and 4. Table 3 indicates
information on phase three.

Table 3 Shows the results from the third phase

INTERVIEW CANDIDATES
SESSIONS
1 2 3 4 5 6 7 8
Academic (20) 20 20 20 20 20 18 16 16
Experience (20) 20 20 20 18 16 14 12 12
Interest (10) 9 8 8 7 7 7 5 5
Co-Curricular 9 8 8 6 6 5 4 5
Activities (10)
Communications 9 8 7 6 5 4 4 6
(10)
Intelligence (10) 8 8 8 7 7 6 5 4
Personality (10) 9 9 8 8 7 7 6 6
Knowledge (10) 9 9 9 7 7 6 6 5
TOTAL 93 90 88 79 75 67 58 59
MARKS

8
 Table 4 Shows the statistical analysis on the results fr

Average Variance Standard Deviation

Academic Qualifications 18.75 3.36 1.83
(20 marks)
Experience 16.50 12.28 3.51
(20 marks)
Interest 7 2 1.41
(10 marks)
Co-Curricular Activities 6.38 3.12 1.77
(10 marks)
Communications 6.13 3.27 1.81
(10 marks)
Intelligence 6.62 2.27 1.51
(10 marks)
Personality 7.50 1.43 1.20
(10 marks)
Knowledge 7.25 2.50 1.58
(10 marks)
Total 76.12 190.41 13.80
(100 marks)

Based on the table, the highest marks attained by the candidates were from the aspect of Academic Qualifications,
which was 18.75 out of 20. Most of the candidates were well qualified in terms of their academic qualifications,
whether with an undergraduate degree or masters degree. The lowest marks attained were from the aspect of
communications, at 6.13 out of 10 or 61.3%. It shows that most of the candidates did not possess good
communicating skills. Looking into another aspect of the analysis, the biggest marks difference was shown from
the aspect of Experience, at a variance of 12.28 and standard deviation at 3.51. The lowest marks difference was
in terms of personality, which was at a variance of 1.43 and standard deviation at 1.20.

Based on Table 5 below, the candidates who were considered the best were the ones who recorded low readings
for VLF spectrum and high for HF and LF spectrums

Table 5 The results of the candidates for the Biofeedback session.

BIOFEEDBACK CANDIDATES
SESSIONS
1 2 3 4 5 6 7 8
Baseline (VLF) 60 78 81 62 80 95 100 100
Baseline (LF) 20 2 11 30 12 2 0 0

9
 Baseline (HF) 20 20 8 8 8 3 0 0
Relaxed (VLF) 40 68 61 52 19 85 100 100
Relaxed (LF) 33 8 19 38 76 13 0 0
Relaxed (HF) 27 24 20 10 2 2 0 0
Controlled Breathing 30 58 41 32 66 75 100 100
(VLF)
Controlled Breathing 33 15 44 54 24 25 0 0
(LF)
Controlled Breathing 37 27 15 14 10 0 0 0
(HF)

Based on the information indicated in table 5, candidate 4 recorded the lowest for Baseline (VLF) which was 62,
candidate 5 recorded the lowest for Relaxed (VLF) which was 19 and candidate 1 recorded the lowest for
Controlled Breathing (VLF) which was 30. As for the HF spectrum, candidates 1 and 2 recorded the highest
reading for Baseline (HF), which was 20; candidate 1 also recorded the highest reading for Relaxed (HF) which
was 27 and the highest reading for Controlled Breathing (HF) at 37, also by candidate 1. For the LF spectrum
readings, candidate 4 recorded the highest score for Baseline (LF), at 30. The highest score in Relaxed (LF) was
achieved by candidate 5 at 75 and candidate 4 achieved the score 54 for Controlled Breathing (LF), which was
the highest for that particular spectrum. Clearly, from the results, the most outstanding candidates were candidates
1, 2, 4 and 5. Among the 4 candidates, candidate 1 was considered the best person for he recorded four best
readings in the Biofeedback session.
From the biofeedback session, it could be deduced that candidate 1 was the most qualified person for the job,
followed by candidate 2, 4 and 5. As could be observed in Table 5 before, the highest reading recorded was at
baseline, 82, which was at the VLF spectrum. The VLF spectrum readings were also quite high after the relaxed
and controlled breathing session, which were 65.62 and 62.75 respectively. It shows that only very few of the
candidates managed to achieve the desired HRV readings at the LF and HF spectrum. The highest reading for the
HF spectrum was after the controlled breathing session, at 12.88. The highest reading for the LF spectrum was
also after the controlled breathing session, at 24.38. The LF spectrum reading was also quite high after the relaxed
session, at 23.38.

Table 6 below shows the ANOVA analysis done on the biofeedback session results

Measures Mean values Standard deviation

HRV VLF LF HF ASC VLF LF HF ASC

Baseline 82 9.62 8.38 2.62 15.68 10.90 7.93 2.13
Relaxed 65.62 23.38 8 4.88 28.74 25.44 11.40 5.33
Controlled Breathing 62.75 24.38 12.88 6 27.90 19.32 13.59 4.82

Based on table 6, if F > F crit, the populations are not equal. In this ANOVA test, as shown above, F value was
21.46694 and the value of F crit, was 1.904539. Therefore there was significant difference between the values.
The values of VLF, LF and HF before relaxation controlled breathing and after were all significantly different.

10
The ANOVA statistical test done showed that there was significant difference between the values concerned, i.e.
the values at baseline and the values after relaxation and controlled breathing.

Discussion
The ones that actually move an organization are the human resources or the staff in a particular organization. An
organization could be well financed, well equipped and well planned, but without a good team of people to run
it, it would certainly go into failure. Human resource researchers and managers have long maintained that the
human resource function plays an important role in firm performance. In fact, most corporate annual reports
boldly state that the firm's people are its most important asset (Barney & Wright, 1997). This experiment
combined interviews and biofeedback in order to choose the best candidate for the job. The results from the
experiment were very conclusive.
From the results in the third phase, the interview session, it was decided that candidate 1 was the best person for
the job. As for the results in the final phase, which was the biofeedback session, the best candidate was also
candidate 1. Undeniably, candidate 1 was the best person for the job. However, there was a difference in the other
three top scorers for phase 3 and 4. From Phase 3, the other three top scorers were candidates 2, 3 and 4. From
Phase 4, the other three top scorers were candidates 2, 4 and 5. The question now is, which one should be chosen,
if four candidates were to be shortlisted? Is it candidate 3 or candidate 5? In order to do so, let’s look into their
individual results in Phase 3 and Phase 4.
In the Phase 3 screening, candidate 3 managed to score a total of 88 points, whereas candidate 5 scored 75 points.
There was a difference of 13 points or 17.33%, which could be considered as a small difference. In the Phase 4
screening, which was the biofeedback session, candidate 5 achieved two targeted spectrum score but candidate 3
did not achieve any. The results from the biofeedback session was the deciding factor to choose between candidate
3or 5. Clearly, candidate 5 should be chosen instead of candidate 3. Candidate 5 was better than candidate 3 in
terms of self-regulation. In other words, candidate 5 was more motivated than candidate 3 and the former could
also be hardworking than the latter.
As being mentioned before, some of the candidates could successfully conceal their actual behaviors during
interviews and other screening procedures. Some very experienced and knowledgeable interviewer could observe
and evaluate a person’s attitude and emotional state, but still it is just an observation or evaluation not completely
free from being influenced by the interviewer’s own emotions and personal views. The interviewer’s evaluation
in this matter could be biased and it would not be fair for the candidates. However, it is completely different when
biofeedback HRV technique is being implemented. The candidate’s emotional and behavioral status could be
detected, observed and quantified without any bias. Furthermore, the results would not be disputed or questioned
by the candidates. As for the organization, they can be guaranteed to employ the right people for their workforce.

Conclusion
A job interview is a type of employment test that involves a conversation between a job applicant and
representative of the employing organization. Interviews are one of the most popularly used devices for employee
selection. Interviews vary in the extent to which the questions are structured from totally unstructured and free-
wheeling conversation to a set list of questions each applicant is asked. Research has shown that structured
interviews are more valid than unstructured, that is, they are more accurate in predicting which applicants will

11
make good employees (Job Interview, 2015). That is exactly what an organization would get from an interview,
candidates who are predicted to become good workers. It is a risk that an organization would have to take. What
if the predicted good workers suddenly become bad workers as they begin working after some time?
However, this risk could be minimized with the implementation of biofeedback HRV procedures. The candidate’s
emotional and behavioral status could be detected, observed and quantified almost accurately. The normal process
of recruitment should continue to be implemented as it is still an essential basis of evaluation. The biofeedback
HRV procedure would act as an upgrade and deciding tool for the existing process.

Compliance with Ethical Standards

Funding: This research project was carried out by the financial sponsorship of University Malaysia Pahang
(UMP) under the Doctoral Scholarship Scheme (DSS) under the grant number of UMP.20.03./13/13.14/1.
Conflict of Interest
All three authors declare that they have no any conflict of interest with any one or any organization.
Ethical approval: This manuscript does not include any studies with human participants or animals performed
by any of the authors.

References
Barney, J. B., & Wright, P. M. (1997). On becoming a strategic partner: The role of human
resources in gaining competitive advantage. School of Industrial and Labor Relations, Cornell University
Ithaca: NY, 14853-3901.

Coffey, A. J., Kamhawi, R., Fishwick, R., & Henderson, J. (2013). New media
environments’ comparative effects upon intercultural sensitivity: A five-dimensional analysis. International
Journal of Intercultural Relations; 37, 605– 627

Definition of biofeedback (2015). MedicineNet.com: www.medicinenet.com.

Drane, D., McDonald, E., & Angel, P. (2013). Corporate training system and method. Patent
Application Publication.

Enck, P. et al. (1994). Efficacy of biofeedback training for fecal incontinence. Dis Colon
Rectum, 37, 997-1001.

Fried, R. (1987). Relaxation with biofeedback assisted guided imagery: The importance of
breathing rate as an index of hypoarousal. Biofeedback & Self-Regulation, 12 (4), 273-279.

Gatchel, R.J., Robinson, R.C., Pulliam, C. & Maddrey, A.M. (2003). Biofeedback with pain
patients: Evidence for its effectiveness. Seminars in Pain Medicine, 1 (2).

Ghani, M., Awang, Wahab, M. N., Othman, Prima, & Vitasari. (2010). The use of study

12
anxiety Intervention in reducing anxiety to improve academic performance among university students.
International Journal of Psychologica, 2 (1), 89-95.

Howell, A.J., & Watson, D.C. (2007). Procrastination: Associations with achievement goal
orientation and learning strategies. Personality and Individual Differences, 43(1), 167-178.

Job Interview (2015). Wikipedia, the free encyclopedia. www.wikipedia.org.

Kharrazi, A., & Kareshki, H. (2010). Environmental perceptions, motivational beliefs and
self-regulating learning by Iranian high school students. Procedia Social and Behavioral Science, 5, 2160- 2164.

Knudson-Cooper, & Mary, S. (1981). Relaxation and biofeedback training in the treatment of
severely burned children. The American Burn Association.

Lagos, L., Aschillo, E., Vaschill, B. Lehrer, P., Bates, M., and Pandina, R. (2008). Heart rate
variability biofeedback for dealing with competitive anxiety: A case study. Applied Psychophysiology and
Biofeedback, 36 (3); 109–115

McCraty, R., Tomasino, D., Atkinson, M., Aasen, P., & Thurik, S. (2000). Improving test-taking skills and
academic performance in high school students using HeartMath learning enhancement tools. Boulder Creek:
Institute of Heartmath
Press.
McCraty, R. & Shaffer, F. (2015). Heart Rate Variability: New Perspectives on Physiological
Mechanisms, Assessment of Self-regulatory Capacity, and Health Risk. Global Adv Health Med, 4(1); 46-61.

Motivation (2011). Wikipedia, the free encyclopedia, www.wikipedia.org.

Overview of Biofeedback, WebMD, www.webmd.com

Recruitment. (2011). Wikipedia, the free encyclopedia. www.wikipedia.org.

Recruitment Process. (2010). Human Resources. Curtin University:

https://hr.curtin.edu.au/recruitment_process.cfm,

Senik, M. R., Abdul Wahab, M. N., & Zamani, M. (2013). The study of heart rate
variability (HRV) biofeedback through zikir (Islamic recitation) of high school students. Proceedings of
Malaysian Technical Universities Conference on Engineering & Technology (MUCET), Pahang, Malaysia.

Sutarto, A. P., Nubli-Wahab, M., Zin, N. M. (2012). Resonant breathing biofeedback training for stress
reduction among. International Journal of Occupational Safety and Ergonomics, 18 (4); 549–561.

13
Segerstrom, S. C., & Nes, L. S. (2007). Heart rate variability reflects self – regulatory strength, effort, and
fatigue. Psychological Science.

Yates, A. J. (2012). Biofeedback and the modification of behavior. Springer Science & Business Media.

Yoshida, T., Yashiro, K., and Suzuki, Y. (2013). Intercultural communication skills: What
Japanese businesses today need. International Journal of Intercultural Relations, 37, 72–85.

14