--- title: What Reports are Available? description: This article provides all information regarding our reports --- [Skip to content](https://help.clevry.com/what-reports-are-available#main-content) English Show submenu for translations [![Clevry\_Logo\_RGB\_TSSC.png\]](https://help.clevry.com/hs-fs/hubfs/Clevry/Logos/Clevry%20Logo%20Tagline/Clevry_Logo_RGB_TSSC.png?height=40&name=Clevry_Logo_RGB_TSSC.png)](https://help.clevry.com/?hsLang=en) - [The Clevry blog](https://www.clevry.com/en/blog/) Open main navigation Close main navigation - [The Clevry blog](https://www.clevry.com/en/blog/) - English Show submenu for translations - [Sign in to Clevry](https://my.clevry.com/login) [Sign in to Clevry](https://my.clevry.com/login) What do you need help with? - There are no suggestions because the search field is empty. 1. [Knowledge base](https://help.clevry.com/?hsLang=en) 2. [CPQ Nova](https://help.clevry.com/cpq-nova?hsLang=en) 3. [Interpretation & Feedback](https://help.clevry.com/cpq-nova?hsLang=en#interpretation-feedback) # What Reports are Available? ## Here is an overview of the Clevry personality reports available. ### Using Clevry’s Reports **Our reports are designed to be used by those without any training in psychometrics.** Therefore, all Clevry reports have a page dedicated to ensuring users fully understand the background and purpose of the report, how to correctly interpret the results it presents, the conditions of using the report, and where further information can be found about the candidate. While all of these reports are designed to be accessible regardless of training, the support of a qualified CPQ user can greatly enhance their power and effectiveness. Clevry can provide various forms of training to help you become qualified in the use of the CPQ and other Clevry psychometrics. Just get in touch with us at [support@clevry.com](mailto:support@clevry.com) to find out more! ### Important Points These are the key points to remember when interpreting respondent reports, and you must always explain these points to a third party (the candidate or manager) before you describe the results to them. #### General - **Personality is not fixed** and may vary over time, change through training and development, or simply vary depending on the situation - These results **must be kept within the boundaries of confidentiality** agreed with the candidate - The results **must not be used for any purpose** other than that agreed with the candidate - These results **must be kept securely and not retained beyond the period agreed** with the candidate - These test results should be **considered along with other information** about the candidate before making a selection decision - Clevry personality tests are **very reliable but not infallible** #### Personality Questionnaires - There are **no rights or wrongs** - The scores do not measure ability, skills, capability or competence. - They are merely indications of preferences or typical styles of behaviour - The profile is intended to **clarify the candidate’s self-perceptions**, it does not provide an objective measure - For further interpretation of the candidate’s profile, you should seek the advice of a trained Clevry user While all of these reports are designed to be non-qualified and user-friendly, the support of a qualified Clevry Personality Questionnaire (CPQ) user will greatly enhance their power and effectiveness. ### Audience All reports have been made with a specific audience in mind, with some directed towards the candidate themselves and others exclusively for managers or recruiters. We advise clients to comply with these recommendations as the wording of some reports may be too abrasive for candidates or less explicit and informative for hiring teams. Information on these recommendations can be found in the sections about each report below. Profile report results are created using sten scores and results reflect data based on where a candidate falls within this range of sten scores. Both ends of the CPQ scale are populated by the scale descriptions in the reports. ### Overview of Clevry’s Reports Clevry Personality Questionnaires can generate a range of candidate reports for various purposes. Whether you’d like a report designed specifically for the candidate, a report that delves into the suitability of the candidate for hiring managers, tailored interview questions, onboarding advice, or reports that support development needs – Clevry has it all. Find a summary of our offering of reports, available for use with the Clevry Personality Questionnaire, in the table below and on the following pages. Reports marked "coming soon" are not available yet. You can read more on this in the "What's Changed?" article.  | **Report** | **Overview** | **Purpose** | **Questionnaire requirements** | **Audience** | | --- | --- | --- | --- | --- | | **Insights** | Describes the individual’s personality profile and contains information about each scale | Recruitment & Selection | Any scale selection | Recruiters, line managers, HR, and L&D professionals | | **Personal Feedback** | Provides the individual with valuable advice for self-development | Development | Any scale selection | The individual | | **Selection** | Describes degree-of-fit between the individual and the requirements of a given job role | Recruitment & Selection | Any scale selection with job matched scoring | Recruiters, interviewers, assessors, hiring panels | | **Interviewer** | Suggests interview questions based on the personality profile | Recruitment & Selection | Any scale selection | Recruiters, interviewers, hiring panels, managers, coaches | | **Team Strengths** (coming soon) | Explores the individual’s style and areas of strength within a team. Group summary report also available. | Development & team building | Clevry Personality Questionnaire: Team Strengths | The individual, coaches, HR, and L&D professionals | | **Leadership** (coming soon) | Explores the individual’s style and areas of strength as a leader. Group summary report also available. | Recruitment & selection Development Identifying potential future leaders Succession planning | Clevry Personality Questionnaire: Leadership | The individual, coaches, HR, and L&D professionals | | **Onboarding** | Summarises key results from the individual’s personality profile that will help to motivate and engage them in a new role | Inducting new hires | Any scale selection | Line manager | | **Big Five +** (coming soon) | Describes the individual’s personality profile in relation to the Big Five + model | Recruitment & Selection | Clevry Personality Questionnaire: Core | Recruiters, line managers, HR and L&D professionals | | **Joy at Work** | Provides positive, strengths-based feedback to candidates. | Development | Any scale selection | The individual | | **Profile Summary** | Quick and easy overview of the individual’s scores across all scales | Recruitment & Selection | Any scale selection | Recruiters, line managers, HR and L&D professionals | | **Job Match Summary** | Summary of key job match results | Recruitment & Selection | Any scale selection | Recruiters, line managers, HR and L&D professionals | | **Sales** (coming soon) | Describes candidate personality profiles in relation to 4 key areas key to success in sales roles. | Recruitment & Selection | Clevry Personality Questionnaire: Sales | Recruiters, line managers, HR and L&D professionals | Most reports can be produced regardless of scale selection, however there are some exceptions: - **Team Strengths Reports**: require the Clevry Personality Questionnaire: Team Strengths - **Leadership Reports**: require the Clevry Personality Questionnaire: Leadership - **Big Five + Reports**: require the Clevry Personality Questionnaire: Core - **Sales Reports**: require the Clevry Personality Questionnaire: Sales --- ### Insights Report #### Purpose The Insights Report outlines the **key findings of a candidate’s personality profile**. This is a good all-rounder report, **designed for use by recruiters, line managers, and HR and L&D professionals**. It is not designed for use by candidates themselves as the wording is blunt and could cause upset, therefore discretion is advised before sharing this report with the candidate. The personal feedback report is more appropriate for candidate use. ![](https://help.clevry.com/hs-fs/hubfs/image-png-May-11-2026-02-11-44-5355-PM.png?width=670&height=407&name=image-png-May-11-2026-02-11-44-5355-PM.png) #### How it Works A summary of preferences for each scale is presented, with a description of what they mean in an easy to follow format. The report also includes the top 5 personality dimensions where the individual reported tendencies that were the most different from a comparison group No computer-generated narrative is included with this report, instead using a sten score range for the personality charts. The report also includes detailed scale descriptions and information regarding strength of preference, meaning it is still suitable for use by untrained users. ### Personal Feedback Report #### Purpose The Personal Feedback Report, like the Insights Report, outlines the **key findings of a candidate’s personality profile**. However, the key distinction is that this report is **primarily designed for use by the candidate.** **![](https://help.clevry.com/hs-fs/hubfs/image-png-May-11-2026-02-12-39-2408-PM.png?width=670&height=483&name=image-png-May-11-2026-02-12-39-2408-PM.png)** #### How it Works The Personal Feedback Report offers a comprehensive insight into key findings from their personality profile as well as focussing on development and future career choices of the individual. This report is written using candidate-friendly language, omitting numerical scores to avoid confusion, and uses second person present tense to describe results. This report covers 5 main areas: - **Your personality:** Provides a detailed description of the individual’s personality based on all of the scales included in the questionnaire. - **Your development:** Describes up to 5 key areas in which there is room for improvement and where it would be beneficial to home in on for personal development. - **Your career choices:** Describes 5 key areas which might be relevant to future career choices. It indicates work choices which are well suited to recipients or less aligned to the individual’s preferences and personality. - **Adapting your work styles:** Offers hints and tips on 3 key areas in which the individual may benefit from flexing or modifying their work style. - **Your reflections:** Provides a space to capture thoughts on key strengths and priorities for personal development. This report was created for the use of the candidate, in order to enhance their personal development. There is no assumption of psychometric training, meaning the information is accessible for all. Numerical scoring has been omitted and replaced with visual representations to avoid any confusion in interpretation. The report also includes detailed interpretation of responses to allow for more in-depth reporting. ### Selection Report #### Purpose The Selection Report provides users with an **understanding of candidates’** **likely fit with the role**. This report portrays the degree of fit between the candidate’s personality preferences (in comparison to the norm group) and those tendencies and preferences identified by the employer as particularly important for the job role. This report is designed for use by interviewers, recruiters, assessors, and panels; but not by the candidate applying for the position. ![](https://help.clevry.com/hs-fs/hubfs/image-png-May-11-2026-02-12-54-5365-PM.png?width=670&height=354&name=image-png-May-11-2026-02-12-54-5365-PM.png) #### How it Works The job-matching tool works with the overall sten score to produce bespoke feedback which takes into consideration the personality trait preferences which are desirable within that job role. These are illustrated with a traffic light system which ranks the candidate’s degree of fit for each personality trait on a scale ranging from ‘poor’ (*coloured red*) to ‘great’ (*coloured green*) match. In addition, there is computer generated narrative for each personality trait which provides an interpretation of how the candidate’s preferences compare to those of the norm group. From this, an overall ranking is given to portray how well-suited their personality preferences are for that particular job, as illustrated by a traffic light. This is presented in an easy to read, scale by scale summary of fit, an overall job fit and a more descriptive job fit review for each scale. The Business Psychologists at Clevry are available to provide guidance and help employers identify qualities they would like to match free of charge, in order to create the most accurate and appropriate report. Find out more about Job Matching [here](https://help.clevry.com/job-matching-how-to-determine-fit-with-the-role?hsLang=en). --- ### Interviewer Report #### Purpose The interviewer report is designed to **supplement the interview process by providing advice and questions that are specific to the candidate** allowing you to explore their personality profile and assessment results to get the most out of your interviews. This can be used by anyone who might need to interview the candidate, such as recruiters, interviewers, assessors or hiring panels to determine the extent a candidate might be a good match with the role and/or company culture. This report is able to draw on both ability test and personality questionnaire data to highlight the candidate’s areas of strongest preference in comparison to the norm group, as well as some potential areas of strength and concern. This report can also include information from job matching, indicating the level of fit between the candidate and a company’s desired attributes. ![](https://help.clevry.com/hs-fs/hubfs/image-png-May-11-2026-02-13-07-8497-PM.png?width=670&height=352&name=image-png-May-11-2026-02-13-07-8497-PM.png) #### How it Works The report summarises the key findings of the personality profile by drawing on the strongest aspects of the candidate’s personality to highlight potential strengths and concerns based on their tendencies and preferences. Based on these, some potential interview questions are suggested, determined by the sten score on that particular scale. The report also draws on ability test information, to describe how aptitude in certain areas may affect their ability to deal with the demands of the role. The interviewer report indicates sten scores, strengths/concerns, interview questions, and advice and is also compatible with the candidate matching facility on Clevry. #### Structure of the Report The main body of this report consists of computer generated probing questions for each personality trait which could be used within a competency based interview. These questions are chosen to reflect a candidate’s responses and allow the interviewer to build upon the feedback from the CPQ by putting the results into context. It can provide an insight into their suitability and ability at work and indicate how this impacts performance for the given role. This report also summarises the key findings from the candidate’s personality profile to give a rounded view of their strengths. This report is recommended for use by recruiters, line managers and HR and L&D professionals. It may also be appropriate for use by managers and coaches in the context of development planning, although other reports such as the Onboarding or Insights report may be better suited for this role. #### Using the Interviewer Report with Candidates The Interviewer Report shows how candidates answered the assessment per personality scale and provides you with interview questions you can use as guidance. When interviewing candidates using the Interviewer report, you can probe into specific areas that otherwise would’ve remained hidden. There are a couple of steps to take, which are: 1. Prepare 2. Introduction: Set the scene 3. Discussion around the hypotheses 4. Explore 5. Conclude #### 1. Prepare ***F**orm hypotheses*** Forming hypotheses means identifying the most interesting results from the report that you’d like to discuss, preferably related to the role. Look at different personality scales and create one or a couple of hypotheses by combining results and trying to describe what type of behaviour the candidate will show, which can then be tested during the interview with the candidate. ***Decide on questions*** Based on the hypotheses you are drawing, decide which questions you would like to ask the candidate. These could be questions suggested in the interviewer report, or these may inspire similar questions that better relate to a specific job role. During the interview, a candidate’s answers may inspire new follow-up questions, or open a new avenue of discussion, but it is always best to go in with at least some questions prepared to keep the conversation going. #### 2. Introduction: Set the Scene - Make the candidate feel comfortable – break the ice - Explain why the assessment is taken and that the assessment is a self-report - Explain that answers will be handled confidentially - Explain that candidates are compared to a norm group - There is no right or wrong answer - The questionnaire is very reliable, but not infallible - Explain that the assessment measures personality in the work environment By covering these topics, you are not only educating the candidate about the assessments to ensure there is no misinterpretation of results but also putting them at ease. Some candidates may find an interview particularly nerve-racking so being reassured that these assessments are as much for their benefit (i.e. being placed in an organisation that has a good person-job fit, will allow a candidate to flourish) as the recruiter/ organisation’s will be reassuring. #### 3. Discussion Before you delve into asking questions, you may wish to describe a candidate’s personality profile. When giving feedback to the candidate, make sure to describe the result so that you use the right interpretation language and so include: - **It is a self-report:** “Your responses” or “You see yourself” – instead of your results, your report shows - **Status of the results:** “Indicates”, “suggests” or “may” - **Norm comparison:** “Compared to others” - **Strength of tendency:** “slight”, “very”, “fairly” or “strong” - **Language of scale behaviour:** avoid using scale labels to describe results. Example: “Your responses suggest that, compared to other people, you see yourself as having a strong tendency to make decisions quickly.” You might prefer to describe results as you explore them. This is ok as long as you make sure to use the appropriate language. #### 4. Explore This is your opportunity to gather further information about the candidate and test any hypotheses you have made during preparation. Remember that while a personality questionnaire uses a self-report method, it can’t tell you everything. This is your opportunity to fill in any gaps and discuss any strengths or concerns. By using the questions given in the Interviewer Report, you can read out the statements from the Interviewer report, found in the purple box. These already use the recommended style of phrasing and are used as a follow-up to your description of the hypotheses. You can of course also use your questions at this point. This could be slight tweaks to the suggested questions or using them as a basis to ask some which are completely your own. **Remember!** Personality profiles do not indicate ability. They show a candidate may prefer to work in a certain way, not necessarily that they are bad at working in that way. One function of having an interview is to try and work out whether the candidate believes having a preference in an area also indicates ability, or not. #### 5. Conclude Summarise the conversation and find out if there are any questions still. If a candidate disagrees with some of the results in the assessment, that is fine. As well as ensuring that there should be room to discuss this openly, keep in mind that this will also provide further insights into their preferences at work. **Use this Checklist** To help you prepare for and use the Interviewer Report, use this handy [checklist](https://help.clevry.com/hubfs/Downloadable%20resources/Clevry%20Checklist%20Interview%20Report.pdf?hsLang=en) to make sure you cover all essential points and get the most out of the session. --- ### Team Strengths Report (coming soon...) #### Purpose Clevry’s Team Strengths Report helps clients to understand the **types of roles candidates tend to adopt when working with others**. The report provides an overview of candidates’ strengths and development areas in relation to four broad quadrants (Creativity, Focus, Action, and People), as well as identifying the Team Type that they are most likely to adopt. Candidates are provided with a detailed breakdown of their most likely Team Type, including their strengths, derailers, reflective questions, and hints and tips. #### How it Works This report is based upon Clevry’s Team Types model, centred around four quadrants: **Creativity, Focus, Action**, & **People.** - The **Creativity** quadrant relates to roles within a team that are driven by creativity and innovation, with a focus on embracing new ideas and opportunities. Those belonging to the Creativity quadrant seek out novel ways of working, whether that's with people or on tasks. - The **Focus** quadrant relates to roles within a team that are task and achievement focused, providing a discerning eye to ensure high standards. Those belonging to the Focus quadrant are logical and conscientious in their style. - The **Action** quadrant relates to roles that are motivated by bringing ideas into action, initiating change, and achieving the end goal. Those within the Action quadrant are reliable and effective at getting things done. - The **People** quadrant relates to roles within a team that are focused on interactions with others, offering support and guidance. Those belonging to the People quadrant strive to cultivate a positive team culture. Within these quadrants, the model comprises 10 Team Types: - **The Visionary:** imaginative and creative, generating new products, solutions, and ways of working. - **The Explorer:** enthusiastic and positive pursuers of opportunities, embracing challenges and novelty. - **The Perfector:** highly conscientious and detail oriented, striving for the highest quality in all that they do and taking their time to make decisions. - **The Problem Solver:** proactive in identifying and resolving issues, balancing practical concerns with strategic thinking. - **The Judge:** critical thinkers, adept at spotting possible flaws, enjoying intellectually stimulating conversations, and striving for success. - **The Catalyst:** competitive and driven, motivated by achieving goals and keeping momentum high within the team. - **The Spearhead:** confident and assertive, taking charge and guiding the team to task accomplishment and achievement. - **The Producer:** practical and supportive, prioritising task completion and following rules and guidance from others. - **The Guide:** influential and diplomatic, demonstrating empathy and thoughtfulness in their interactions with others. - **The Harmoniser:** social and friendly, seeking to create meaningful connections with others and a jovial working environment. The Team Strengths report provides information on the individual’s strengths in relation to each of the four quadrants, as well as providing details on the team type that the individual’s scores align most closely to. Within this, feedback is provided in regard to the following: - Strengths associated with their Team Type - Possible derailers - Hints and tips on how to work better within a team - Reflective questions aligned to the four quadrants to promote development The report also provides an overview of individual’s scores for all of the Team Types. Although the report is written in a style intended for the individual it concerns, the Team Strengths report can also be used for L&D professionals looking to facilitate team bonding sessions. If you’d like support in this, Clevry’s Business Psychologists can carry out Team Strengths Workshops for your organisation. Simply get in contact at [support@clevry.com](mailto:support@clevry.com). #### Requirements The **Clevry Personality Questionnaire: Team Strengths** is required in order to download this report, since these scales map onto our specific team strengths template. If users would like to use this report with a bespoke PQ, it would need to also use the scales contained within the Team Strengths PQ. --- ### Leadership Report (coming soon...) #### Purpose Clevry’s Leadership Report helps clients to **understand a candidate’s working style and how well they would fit into a leadership position** as well as their potential strengths and areas for development. It is designed to help identify personality characteristics that are typically associated with successful leadership and how these might determine the leadership style that the individual is likely to adopt. It is important to note that the model doesn’t provide a comprehensive assessment of all leadership competencies but rather focuses on potential, indicating their work style, strengths and preferences to leadership roles. The skills and qualities required of individual leaders may also differ depending on the role and context, and organisations naturally require different capabilities from their leaders at different times. #### Clevry’s Leadership Model The Clevry Leadership Model explores 4 key areas of leadership: Tasks, Relationships, Change, and Self-Leadership. - **Relationships** - **Influencing others:** Degree to which an individual displays a strong presence and visibility, actively influencing and leading others whilst instilling positivity in those around them. - **Supporting others:** Degree to which an individual demonstrates concern and understanding for others, actively building and maintaining relationships while being inclusive and supportive in approach. - **Tasks** - **Organising tasks:** Degree to which an individual organises and initiates tasks, sets ambitious goals for themselves and their team, and takes initiative in driving actions and solutions. - **Executing tasks:** Degree to which an individual ensures work is conducted to a high standard and to agreed deadlines, role-modelling reliability and dependability to others. - **Change** - **Transformative vision:** Degree to which an individual thrives in changing environments, making strategic, long-term decisions, valuing creativity and innovation, and embracing risk with optimism to achieve positive outcomes. - **Adaptability:** Degree to which an individual adapts their style to different situations and individuals, valuing variety and freedom in the workplace to bring out the best in others. - **Self-leadership** - **Ethics:** Degree to which an individual is driven by ethical and moral principles, setting high expectations for self, team, and organisation, as well as drawing motivation from internal rather than external rewards. - **Emotional regulation:** Degree to which an individual demonstrates high emotional self-awareness, staying calm and constructive in response to challenges or criticism, and showing strong self-belief and confidence in their ability to lead. The report provides detailed feedback narrative surrounding each of these areas, including additional reflective questions and exploration questions tailored to each area of leadership. #### Leadership Style As well as providing a breakdown of candidates’ personality profiles in regard to these 4 areas, the Clevry Leadership Report also explores the individual’s alignment with different leadership theories, highlighting their top leadership style. Within their top leadership style, detailed narrative feedback is provided, alongside associated strengths and advice regarding the types of contexts in which that leadership style is most and least likely to be effective in. The following leadership styles/theories are assessed: - **Shared:** Steps forward to emerge as a leader, regardless of formal status; assesses and responds to the needs of the situation, task, and wider team. - **Transactional:** Focuses on task completion through rewards and discipline; identifies, organises, and communicates tasks, goals, and expectations; compensates team members for their contributions. - **Situational:** Adjusts their style to the needs of the individual and situation; flexes their style between being directive or supportive depending on followers’ competence and readiness. - **Transformational:** Inspires others to work towards shared goals, is open to change, acts with ethical integrity and charisma, and shows attentiveness and empathy to others’ needs. - **Ethical:** Guided by moral and ethical principles, leading with respect, fairness, honesty, and integrity; is people-focussed and seeks to influence others by instilling normative ethical behaviour. - **Authentic:** Genuine, transparent, and trustworthy in their approach; demonstrates high levels of self-awareness and regulation, and has strong ethical beliefs. - **Servant-compassionate:** People-focussed, ethical, and inclusive in their approach; attentive and empathetic to others’ needs; listens to, supports, and empowers the individuals they work with. - **Leader-Member Exchange (LMX):** Develops positive, fair, and trusting relationships with each group member by building rapport and personal connections, responding flexibly to their needs, and demonstrating mutual dependability. #### Leadership & The Big Five + The final section of the Clevry Leadership Report provides a breakdown of the individual’s scores in relation to the Big Five + (see our [CPQ Nova Technical Information](https://help.clevry.com/cpq-nova-technical-information?hsLang=en) article for more information). Scores on each Big Five + facet are presented in a visual diagram, displaying the strength of their preferences and tendencies in relation to this model. Static text is then provided describing the relationship between each dimension of personality with leadership. #### Requirements The **Clevry Personality Questionnaire: Leadership** is required in order to download this report, since these scales map onto our specific leadership template. If users would like to use this report with a bespoke PQ, it would need to also use the scales contained within the Leadership PQ. --- ### Onboarding Report #### Purpose **The Onboarding Report** is designed to facilitate the seamless onboarding of the successful hire. To be used by the new team member’s line manager, the report describes how to get the best from them, keep them engaged and their preferred working styles and culture. #### How it Works This report offers advice and guidance on how to best appeal to an individual’s personal style, values, and motivational drivers, helping to identify effective ways to get recruits off to a great start in their new role. It can also identify what their key strengths will be once settled in and how to encourage the development of these during on-boarding. The report takes a strengths approach, flipping low-end scale scores to high-end alternatives. This means that it is safe to share with individuals who are not trained in psychometrics, as low Sten scores can sometimes be misinterpreted as being less favourable. In this report, **both ends of the scale** are scored as 10, with strengths reported at both ends, and **greater flexibility** demonstrated with **middle** scores. #### Structure of the Report This report offers ways to keep new employees motivated and engaged and how best to accommodate for their workplace preferences, informed by four key factors identified by Clevry: **Interaction:** Our interpersonal style shapes how we enjoy working with others. Example scales: - Assertive (low end: Gentle) - Persuading (low end: Compromising) - Gregarious (low end: Solitary) **Stimulation**: We embrace tasks which allow us to work in ways we find stimulating. Example scales: - Optimistic (low end: Pessimistic) - Considered (low end: Decisive) - Innovation (low end: Implementation) **Reward:** Our motivational priorities determine the kinds of work that we find most fulfilling. Example scales: - Variety (low end: Focus) - Ambition (low end: Satisfaction) - Friendship (low end: Severance) **Environment:** We thrive in a cultural environment which nurtures our key values. Example scales: - Risky (low end: Cautious) - Change (low end: Stability) - Regulation (low end: Autonomy) #### Uses of the Onboarding Report This report is recommended for use by employers and line managers, and can be used in development sessions with the new recruit. *Resource for line manager* The predominant use of the Onboarding Report is as a key insight into the strengths and preferences of the new member of the team. Line managers should read through the report at the start of the onboarding process, or even before they meet the individual, to start to build up a picture of the ways they can help the new person to thrive. Tips: - Use the Interaction section to learn about how the person is likely to behave as they get to know their team. Is there anything you could do to make this process as easy as possible? Do they prefer to work with others or alone? How might you best support them in social situations? - Use the Stimulation section to consider projects, tasks or responsibilities that the person is likely to find particularly engaging. How do they like to approach new projects? What is their preferred working style? What could you do to make sure they have access to this type of work? - Use the Reward section to think about how the person stays motivated. What will your role be in ensuring that they feel stimulated, how can you adapt it to their personality? How might you adapt your management/mentoring style, are they fulfilled by praise or varied work? How can you help them feel fulfilled in their role? How you can help them to feel engaged, consider whether they are motivated by praise or a variety of work - Use the Environment section to think about their preferences and how they fit into your organisation’s culture. What can you do to help them feel at home? How might you expect them to respond to changes in the work environment? Within what work contexts might they need some extra reassurance? - Think about whether there are any parts of the role that the person might need some extra support with. - Think about your next steps. Do you have any questions for the new team member? Is there anything that their new colleagues could do to help? *Springboard for discussion in the first manager meeting* Some clients choose to use the onboarding report as a tool to facilitate their first 1:1 meeting with the successful hire. This can be a powerful way to get to know the new person, discuss how they work best and start setting some goals for the future. However, you should be careful to make this conversation open and supportive, rather than feeling like a second interview. There are two broad approaches to using the report in the meeting. You can either read through the report beforehand, make some notes of topics to discuss and use these during the meeting. Or, you can use the report itself and go through the key areas together. For the first option, we suggest using the tips in the above section to think of some key topics you’d like to discuss with the individual. Try to ask lots of open questions to ensure the meeting is a two-way conversation. For every idea you suggest, ask for their thoughts and input. It is up to you whether you mention the Onboarding Report or not at all. For the second option, you’ll need to do a little more preparation work as the new hire may have some questions about the report and the nature of the personality information. **Tips for using the report in the one-to-one:** - Don’t aim to discuss every element. Take time before the meeting to pick and choose the parts that you think are most important, relevant or interesting. - Introduce the report and let them know that it is designed to be a development tool to help make sure that they feel supported and engaged in their new role. Remind them that there are no rights or wrongs and that it is primarily a tool to help you manage/mentor in a way that suits them. - Link the scale that you are discussing to an aspect of their new role e.g. a preference that will come in useful for an upcoming piece of work. Ask them questions to gain input on the topic you are discussing. - Avoid discussing the scores directly with the individual. Don’t say: “You’ve scored 8 on expressive, let’s get you running pitches in the first week”. Do say: “I understand from your responses to the questionnaire that you have a preference for work that requires a rational approach. Could you tell me more about this? I’ve thought of projects coming up that would allow you to use this…” - Consider using the meeting as an opportunity to set some goals for the individual’s first few weeks/months and set a time for your next discussion. --- ### Big Five + Report (coming soon...) #### Purpose This report does exactly what it says on the tin – it describes candidate results in relation to the **Big Five + model of personality**. #### How it Works Whilst the CPQ is not a Big Five or HEXACO assessment tool, it can be used to draw inferences about candidates’ personality profiles in relation to these structures of personality. The Big Five + Report has been designed based upon the outputs of statistical analyses which have mapped the CPQ against the Big Five and HEXACO models of personality (please see the CPQ Nova Technical Manual for more information; please contact your Clevry representative for access to this). Scores are provided for each dimension of personality (described below) to provide an overview of individuals’ profiles. Descriptive text is also provided, providing a more detailed breakdown of the traits of personality comprising each dimension. #### Structure The Big Five + Report breaks down results for the following dimensions of personality: - **Extraversion** - High end: Individuals are outgoing, energetic, sociable, and assertive - Low end: Individuals are quiet, reserved, and solitary - **Agreeableness**   - High end: Individuals are compassionate, cooperative, trusting, and kind - Low end: Individuals are competitive, critical, sceptical, and antagonistic - **Conscientiousness**   - High end: Individuals are organised, dependable, and goal-oriented - Low end: Individuals are disorganised, impulsive, and spontaneous - **Emotionality**  - High end: Individuals are emotionally reactive, anxious, and vulnerable to stress - Low end: Individuals are calm, emotionally stable, and resilient - **Openness to Experience**  - High end: Individuals are imaginative, curious, and creative - Low end: Individuals are conventional, practical, and less open to novelty - **Integrity**  - High end: Individuals are sincere, ethically conscious, and fair - Low end: Individuals are self-motivated and financially driven. --- ### Sales Report (coming soon...) #### Purpose This report indicates the **likelihood a candidate would be successful in a position that requires sales skills** and describes the personal style, values, and motivational drivers behind this. The report also includes some strengths and potential derailers of an individual’s sales ability. These conclusions are based on CPQ results – for this report the Sales Questionnaire, containing 24 scales, must be used. #### How it Works Clevry has identified four sales quadrants, or areas of personality, that contribute to an effective sales technique at each stage of the sales process. These are based on a 5 part sales model, which details the process of delivering an effective sale. The four quadrants related to sales ability in our report have been designed to map onto the 5 stages of a sale. #### Sales Model - Establishing the relationship - Recognising the need - Forming a solution - Deliver and close the sale - Follow up and retention #### **Sales Attributes** #### Grit A high score in this area indicates someone who thrives under pressure and remains resilient in the face of adversity. It shows overall levels of resilience and attitude to sales, including after the sale has been closed. *Key Grit Attributes:* - Approaches challenges with optimism - Strong stress management skills - Resilience in the face of criticism or unsuccessful sales - Comfortable with changeable work environments #### Empathy This scale indicates ability to build and maintain a good relationship with clients – a key skill of successful salespeople. Candidates will score highly in this area if they possess social poise and are confident in adapting their style to fit the requirements of a customer. *Key Empathy attributes:* - Builds rapport and trust - Creates desire - Adapts interpersonal style - Maintains contact with clients #### Appetite This relates to the later part of the sales cycle, candidates with high scores in this area will be particularly good at closing a sale. It requires effective influencing skills and a sense of competition will be key to success in this section. *Key Appetite attributes:* - Presents and pitches with confidence - Has profit awareness - Assertive when appropriate - Motivated to keep busy and accomplish targets #### Focus In order to score highly in this quadrant it requires structured and creative thinking, often associated with a preference for creating unique sales solutions. After making first contact, successful salespeople use the information they have learnt to create mutually beneficial outcomes, with the client as their priority. *Key Focus attributes:* - Identifies client needs - Maintains pace - Finds intelligent solutions - Achieves balance between the client’s and the organisation’s goals The report also generates a total sales score based on results from the CPQ, where high scores represent stronger sales potential. This is created by comparing candidate scores against those of a group of sales professionals. This report is best suited for use by a line manager or the recruitment team. It may also be used for feedback with the candidate. ### Sample Reports Download a full set of CPQ Nova sample reports (Insights, Personal Feedback, Selection, Interviewer and Onboarding) for each of our sample candidates: - [Jane Smith sample reports](https://help.clevry.com/hubfs/Sample%20Reports%20(new%20branding)/English/CPQ%20Nova/Jane%20Smith.%20CPQ%20Nova%20Sample%20Reports.zip?hsLang=en) - [Thomas Brown sample reports](https://help.clevry.com/hubfs/Sample%20Reports%20(new%20branding)/English/CPQ%20Nova/Thomas%20Browwn%2c%20CPQ%20Nova%20Sample%20Reports.zip?hsLang=en) - [Erik Svensson sample reports](https://help.clevry.com/hubfs/Sample%20Reports%20(new%20branding)/English/CPQ%20Nova/Erik%20Svensson%2c%20CPQ%20Nova%20Sample%20Reports.zip?hsLang=en) - [Using the Clevry Platform](https://help.clevry.com/using-the-clevry-platform?hsLang=en) - [Clevry Onboarding Training](https://help.clevry.com/clevry-onboarding-training?hsLang=en) - [Hiring Manager Training](https://help.clevry.com/hiring-manager-training?hsLang=en) - [Ability Tests](https://help.clevry.com/ability-tests?hsLang=en#main-content) - [Clevry's Ability Tests](https://help.clevry.com/ability-tests?hsLang=en#clevrys-ability-tests) - [Information on Ability Tests](https://help.clevry.com/ability-tests?hsLang=en#information-on-ability-tests) - [CPQ Nova](https://help.clevry.com/cpq-nova?hsLang=en#main-content) - [Questionnaires](https://help.clevry.com/cpq-nova?hsLang=en#questionnaires) - [Job-Matching](https://help.clevry.com/cpq-nova?hsLang=en#job-matching) - [Interpretation & Feedback](https://help.clevry.com/cpq-nova?hsLang=en#interpretation-feedback) - [Fairness & Inclusivity](https://help.clevry.com/cpq-nova?hsLang=en#fairness-inclusivity) - [The Science](https://help.clevry.com/cpq-nova?hsLang=en#the-science) - [CPQ Legacy](https://help.clevry.com/cpq-legacy?hsLang=en#main-content) - [Clevry's Personality Model](https://help.clevry.com/cpq-legacy?hsLang=en#clevrys-personality-model) - [Clevry's Personality Questionnaires](https://help.clevry.com/cpq-legacy?hsLang=en#clevrys-personality-questionnaires) - [Job-Match Feature](https://help.clevry.com/cpq-legacy?hsLang=en#job-match-feature) - [Discussing & Interpreting Personality Results](https://help.clevry.com/cpq-legacy?hsLang=en#discussing-interpreting-personality-results) - [Scenario-Based Assessments](https://help.clevry.com/scenario-based-assessments?hsLang=en) - [Reports](https://help.clevry.com/reports?hsLang=en#main-content) - [Report Guides](https://help.clevry.com/reports?hsLang=en#report-guides) - [Interpreting results](https://help.clevry.com/reports?hsLang=en#interpreting-results) - [Group reports](https://help.clevry.com/reports?hsLang=en#group-reports) - [Sample Reports](https://help.clevry.com/reports?hsLang=en#sample-reports) - [The Science](https://help.clevry.com/the-science?hsLang=en#main-content) - [Norm Group Information](https://help.clevry.com/the-science?hsLang=en#norm-group-information) - [Technical Information](https://help.clevry.com/the-science?hsLang=en#technical-information) - [General FAQ's](https://help.clevry.com/general-faqs?hsLang=en) - [Projects](https://help.clevry.com/projects?hsLang=en#main-content) - [What are Projects?](https://help.clevry.com/projects?hsLang=en#what-are-projects) - [Account Management](https://help.clevry.com/projects?hsLang=en#account-management) - [Integration Guides](https://help.clevry.com/integration-guides?hsLang=en#main-content) - [Teamtailor](https://help.clevry.com/integration-guides?hsLang=en#teamtailor) - [The Clevry blog](https://www.clevry.com/en/blog/) [![Chill listening crop-3](https://help.clevry.com/hs-fs/hubfs/Clevry_Logo_RGB_Horizontal%20(1).png?width=141&height=55&name=Clevry_Logo_RGB_Horizontal%20(1).png "Chill listening crop-3")](http://www.clevry.com) **Need help with Clevry?** Contact our support team at support.uk@clevry.com or +44 1273 734 000 **Interested in Clevry for your organisation?** [Contact our team](https://hubs.la/Q04vbfnv0) Copyright © 2026, Clevry International Oy