EVERY YEAR, as graduation season rolls around, thousands of bright-eyed applicants flood the Philippine job market armed with polished résumés and carefully rehearsed interview answers. On paper, they look stellar. In person, they speak with confidence. But lurking beneath that professional exterior could be a toxic employee just waiting to dismantle your team’s morale and productivity.
I’ve witnessed this scenario play out too many times. A friend who works for an executive search firm in Dubai once placed what seemed like the perfect candidate — a European national who charmed every interviewer with his confidence and eloquence. Three months later, he was fired. The reason? Narcissistic behavior, manipulative tendencies, and a trail of broken professional relationships. The warning signs were there all along — they just got overlooked in the hiring frenzy.
This story isn’t unique. A 2013 study by Spain, Harms and LeBreton found that candidates with dark personality traits — particularly narcissism, Machiavellianism and subclinical psychopathy — often perform exceptionally well in interviews. They’re masters of impression management, turning what should be a two-way conversation into a one-sided performance designed to showcase their supposed brilliance while carefully concealing their inability to collaborate, accept feedback, or follow ethical guidelines.
Most Dangerous Personality Types
1. The Charismatic Narcissist Who Can’t Take Criticism
Narcissists are often the easiest to spot — and yet, they’re also the most frequently hired. Why? Because they’re extremely good at selling themselves. They’ll dominate the conversation with stories of their achievements, their unique contributions, and their unparalleled skills. But ask them about a time they failed or faced constructive criticism, and you’ll see the mask slip.
A classic narcissistic response: “It wasn’t my fault — my manager just didn’t understand my vision.” Or worse: “My team was incompetent, so I had to take over.” If a candidate refuses to take responsibility for past mistakes or speaks dismissively of former colleagues, consider it a major red flag. Narcissists inevitably create friction, resist feedback, and prioritize their own ego over team success.
2. The Manipulative Machiavellian Who Plays the System
Machiavellians are the corporate world’s con artists. They know exactly what hiring managers want to hear and will craft flawless responses to every question. The problem? Their stories often fall apart under scrutiny.
To spot a Machiavellian, push beyond surface-level answers. Instead of asking, “How do you handle team conflicts?” (which invites a generic response), try: “Tell me about a time a teammate missed a deadline. How did you handle it?” If their answer feels overly polished, lacks specific details, or subtly shifts blame onto others, be wary. Machiavellians excel at appearing cooperative while actually undermining colleagues for personal gain.
3. The Ruthless “High Performer” Who Lacks Empathy
Some candidates display psychopathic traits — not in the criminal sense, but in ways that harm workplace culture. They’re often highly confident, risk-taking, and unfazed by pressure — qualities that can initially seem like leadership potential. But dig deeper, and you’ll find a dangerous lack of empathy and ethics.
One revealing question: “Tell me about a time you had to choose between doing what was right and getting results.” If they proudly describe cutting corners, manipulating data, or steamrolling colleagues to hit targets, that’s a serious warning sign. (To be continued)
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Nicasio A. Pimentel III is a UK-certified human resources practitioner and educator with over 15 years of experience spanning HR strategy, analytics, systems integration and talent management across several Fortune Global 500 companies and public sector institutions in UK, Australia and the Middle East. He holds an MSc in Management and Human Resources from the prestigious London School of Economics and a BA Psychology from the University of the Philippines Diliman. A former Christian missionary to marginalized ethnic minorities in Cambodia, he now teaches psychology at the University of Antique and continues to serve underserved communities in Western Visayas through grassroots ministry and education advocacy. He is also an Associate Member of the Chartered Institute of Personnel and Development (Assoc CIPD) in the UK. For questions, e-mail nicasio.pimentel@antiquespride.edu.ph./PN
