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The Individual Development Report has been specifically designed to help people focus on their development, or teams better understand each other. The scoring mechanism is less complex than the Selection & Recruitment Report and the output is more 'fun' in places. It is another option you can choose when a participant has completed The Quest Profiler®. It is particularly focused on developing the individual, presenting personality according to the 'Big Five' areas with clear colour coding and lots of helpful advice on areas of existing strengths, where to focus further development and how to go about it. Accessible and revealing, it will prove a useful aid to learning and development in all its forms.


  • The Big Five
  • Career Steps
  • What is your working style in a team?
  • Leadership Style


Standard plus...
  • What sort of workplace suits you?
  • Competencies
  • Sales


Full plus...
  • Conflict
  • Development Interventions
  • Emotional Behaviours
  • Jungian Types
  • Are you 'Transactional' or 'Transformational'?
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The Big Five

Psychologists today are united in ‘distilling’ personality down into five broad factors which describe most of the variation in personality we encounter (not quite all, but certainly most!). Here we describe these five factors and see which ones apply to you, bringing the whole thing to life by associating each factor with a coloured animal: are you an extravert red lion or a brown meerkat who’s really open to experience? In addition to some insights about how you’ll get on with others whose personalities are similar or different to your own.

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Career Steps

This is the ultimate dose of career guidance – not restricting, but liberating – taking in what you’re like, how others can help you, where you might be happiest working, things to note, ideal fits and potential development areas. It can be a lot to take in but the richness of the information contained can be a real eye-opener. It can suggest specific roles relating to the level that you are persuing (eg, managerial and professional or team leader and supervisory).

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What is your working style in a team?

Many people (one of the best-known being Meredith Belbin) have looked at the composition of teams and the roles individuals play within them. A team with no-one playing certain roles could have distinct deficiencies but it is also true that too many people trying to play the same role within a team could unbalance it or tear it apart. This section reveals what roles within a team are most comfortable for you and the ones you are likely to slide into without too much prompting.

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Which approaches are individuals likely to take in situations of conflict? The beauty of this section is that it allows for different, sometimes even contradictory, ways of dealing with conflict that an individual is likely to adopt, in keeping with the fact that different conflicts require different coping styles.

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What sort of workplace suits you?

Personality links closely to the kind of environment in which you work, who you work alongside and what you face on a daily basis. Someone who loves to be around people would find it really demotivating to be stuck working on their own and indeed vice versa. This section reveals what sort of working environment best matches your personality.

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Development needs a focus and this part of the report identifies areas relating to job performance which, according to behaviour, might already come easily or might require further action. Not all the competencies identified will be required for every role but the model is a generic one so there will be something to focus on for everyone. The report also shows development interventions which describe how to improve in the different areas. These development interventions are fully customisable.

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Development Interventions

If someone is likely to need further development in key competency areas, this section is designed to be a 'springboard' for next steps. Thus the report does not merely diagnose, it suggests the way forward. Further reading around the competency area is highlighted, along with appropriate training courses. In addition, changes to behaviours at work are suggested in an accessible and easily-digested way. Although these sections are full of relevant detail, it is also possible to customise them, bringing in your own suggested reading matter and training (perhaps tying in with what is available in your particular organisation), as well as culturally-specific advice on changing behaviour. The report particularly focuses on those competencies which are most likely to be in need of further development (though this can be altered too). Our clients tell us that this is an aspect of the report's output they find particularly valuable for further developing their employees.

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Emotional Behaviours

Emotion is so much part of the modern workplace. How emotional is the individual and to what extent do they understand emotion. Emotional intelligence is discussed and its levels revealed: how easily does this person read other people’s feelings – and, for that matter, their own?

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Jungian Types

The Jungian model is primary used in people development when a simple approach to define Psychological Types is needed. It is this ability to describe behaviour in straight-forward terms which adds to its appeal.

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Are you 'Transactional' or 'Transformational'?

Whether the individual is presently a leader or not, different aspects and approaches appeal to different people. Is someone principally transactional or transformational – or maybe a bit of both? This section reveals what people’s preferred behaviour suggests and where they might need help from others.

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Leadership Style

When someone is called on to lead, what approach do they prefer to take? The Quest Profiler's leadership styles highlight the six most prevalent ways of leading others, and the degree to which an individual is likely to adopt them. Knowing the leadership disposition of an individual is extremely useful when deciding whether someone could take on a leadership role, and what kinds of responsibilities that person would be best to tackle. By identifying an individual's preferred approach to leadership, that person will be able to identify more accurately which leadership opportunities and challenges are likely to be more appealing.

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If the individual is involved in operational sales, this will identify strengths and development areas not only within the human side of selling with its focus on face-to-face communication but also in the process side involving research, planning and follow-up, areas traditionally less popular among those involved in sales.