First, it is useful to understand the Identity Profile at the back of the onboarding report, as that shows the results. There are 4 sections:

1. Red section is the Interpersonal i.e. their preferences in interacting with people.
2. Blue section is Thinking i.e. their preferences with handling information and handling tasks.
3. Green section is Internal i.e. their preferences for getting things done (Drivers) and their preferences around dealing with emotions.
4. Yellow section is Style Scales. Here we have 4 style scales that help us understand potential error that might creep in, in terms of accuracy of the profile:
   1. High Self Protecting may mean that they tend to be very defensive and therefore will not admit to mistakes or personal weaknesses.
   2. High Social Desirability means that they like and will present the better side of themselves.
   3. Low Self Reviewing means that they tend not see the need to review their behaviours and apply useful learning.
   4. Low Reflective tends to mean that they value first impressions and to see things as black or white.

The report provides the individual’s very strong preferences. Here is an example:

Why does the report present the very strong preferences first? Because this is a very effective way of understanding someone. To really understand their preferences will help you to understand them as unique individuals. Therefore, it is the perfect thing to do for an Onboarding report. As the manager is most likely not going to know the individual that well. Therefore, having a discussion with the individual about their very strong preferences in a supportive manner should be viewed by the individual as highly rewarding.  They will feel that the manager is making an effort for them.

Preferences

For each preference both a potential strength (the green section) and a potential issue is provided (the pink sections). With strong preferences this is often the case that we need to be aware of both sides . The manager knowing the individual’s job can consider when these strong preferences might be a great asset.  In addition, consider if there may be situations where it may be counterproductive to the individual and/ or the wider team.  Note:  there is always a pink section.  So, it does not mean that they always apply.  However, it is useful to appreciate that there are always potential downsides or things to watch out for, on all preferences. Managers just need to ensure that they deal with these pink sections in a positive and non-judgemental manner – as there are always pink sections for every preference.

All strong preferences will be displayed. This is followed by displaying the marked preferences i.e. these are still clear preferences but not as strong.

Benefits of allowing the new starter to speak freely.

The meeting should allow the individual to convey their thoughts. After all, they are the expert on themselves. However, the manager presenting the report and providing good dialogue should provide new insights and understanding of what is possible for the individual. The manager should ensure that the individual has a lot of opportunity to express themselves so the manager should take on a questioning , coaching, and supportive role rather than an informing or instructive role.

During the meeting, consider exploring:

• Strengths that Engages Them: What are their strengths – what things do they particularly enjoy doing? Which skills must they apply in the role? These tend to match their strong preferences.
• Strengths that Drains Them: What are they good at but do not enjoy doing? i.e. strengths that drain them? How are these needed for the role? How can this be managed well so that it does not drain them too much?
• Identifying Weaknesses that Might Need Developing – Some pink areas might be important for the role and therefore these might need to be considered for development, or to be dealt with in other ways e.g. by working closely with another person who can support these skills.
• Weaknesses that Can be Left Alone – One cannot be great at everything, so we all have weaknesses. However, a lot of people think that if you identify a weakness you have to improve it. That is actually not the case. For example, I found out I am extremely weak in everything musical e.g. singing, playing musical instruments, etc,. I have tried hard learning to play lots of musical instruments without any success. These days I realise that creating music is not for me, so I just enjoy other people’s music! Much better to spend your energies on:
• Further Developing Some of Your Strengths – So do understand some of the green boxes very well. If they are vital for the role then it might be much better to focus on further improving these areas. For example, you might already have a preference for influencing people. But if that is very important for your role then you might want to consider how you can improve that further e.g. I am effective at influencing peers, so perhaps I should now work on gaining more experience in influencing very senior people.