Leadership and Management Development

Insights Discovery

Should you use Insights Discovery in recruitment.

For years opinions have been split as to whether personality profiles and psychometrics should be used during the recruitment process and of course, we have an opinion.

Firstly, we believe that personality-based reports SHOULD NOT be deployed as a mass screening tool to 'weed' out potentially unsuitable candidates. We believe that an individual's capability transcends personality and thinking about the potential of a candidate within the confines of a computer-generated report is senseless and will only ever result in an employer missing out on potential talent.

That said, they have their place.

When used correctly, with job-specific questions and within the requirements of GDPR, Insights Discovery can be a powerful tool to use when approaching the final stages of the recruitment process and used to support a candidate’s application, not to restrain, restrict or define them in any way.

Depending on the chapters selected, the Insights Discovery Personal Profile can give the interviewer an idea of how an individual might conduct themselves in the workplace in areas such as self-awareness, teamworking, sales, or management. Although the profile will not reveal the individual’s competency in these areas, it will allude to tendencies and offer a framework for better, more open and honest conversations during the interview.

The interview chapter of the Insights Discovery Personal Profile provides a list of stretching questions designed to probe areas that the individual may find difficult or challenging. Using this chapter can help to establish the individual’s awareness of their strengths and areas for development.

Limitations of Discovery.

Insights Discovery should never be used as a basis for the screening or selection of candidates for the following reasons:

• The Insights Discovery Personal Profile is not designed for the assessment and differentiation of abilities, workplace competence or aptitude.

• The requirement for specific colour energies must not be factored into the recruitment process. Stereotyping in this way is considered to be unethical and job roles should never be ‘coloured up’.

• To varying degrees we all possess a combination of the four colour energies and we have the ability to flex up or down on any of them depending on the situation or task in hand. The presence or absence of a specific colour energy does not dictate whether the individual is able to perform well in a particular role.

Candidates must be informed in advance that the recruitment process includes completing a profile.

It is the responsibility of recruiters to clearly state that candidates will be asked to complete a profile. This should be done as early as possible in the process.

Insights Discovery profiles are only available when accompanied by a debrief with a licensed practitioner.

Both profile recipient and recruiter should be debriefed separately by a licensed practitioner of the Insights Discovery model before the interview. This is usually done via phone or Zoom.

Candidates have the right to decline the offer of a profile without being placed at a disadvantage.

Even though they have been informed in advance, candidates may still choose not to complete a profile. In order to obtain freely given consent in line with GDPR legislation, it must be given on a voluntary basis without the threat of not being taken forward in the recruitment process.

Profile Owner

It is important to note the person completing the profile is the legal owner of their Insights Discovery personal profile and has the right to submit a subject access request asking for it to be destroyed at any point. In this case we will ask for written confirmation from you that any copies you hold have been destroyed and we will remove the source document from our server. The profile will not be accessible again once this has happened.

In summary, personality profiles can create a great conversation very quickly at a level that might not have been reached just through a loose discussion, but always keep in mind that they do not define a persona, they just offer a description of tendencies are we're all different with varying levels of experience, knowledge, skills and attitudes.

James Hampton (He/Him)

James Hampton (He/Him)


Our areas of specialism.


  • Self-awareness

  • Resilience

  • Personal Development

  • Change

  • Decision making

  • Growth mindset

Team development.

  • Hybrid team working

  • Communication

  • Meetings

  • Feedback

  • Collaboration

  • Trust

Leadership development.

  • Leadership styles

  • Psychological safety

  • Leading change

  • Mission, vision, values

  • Culture

  • Mentoring