Working across 80 countries in 35 languages
Argentina Australia Austria Bahrain Belgium Botswana Brazil Bulgaria Canada Caribbean Chile China Colombia Czech Republic Denmark France Germany Greece Honduras Hong Kong Hungary India Indonesia Ireland Italy Japan
Mexico Netherlands New Zealand Panama Poland Portugal Romania Russia Saudi Arabia Singapore Slovakia South Africa South Korea Spain Sweden
Switzerland Turkey UK Ukraine United Arab Emirates Uruguay USA Venezuela
Saville Consulting Group LtdSuite 234 Wharf StreetSt HelierJerseyJE2 3NRBritish Channel Islands
Tel: +44 (0)1534 726820
Saville Consulting UK LtdClaygate HouseLittleworth RoadEsherSurreyKT10 9FDUnited Kingdom
Tel: +44 (0)20 8619 9000
www.savilleconsulting.com©2015 Saville Consulting a Towers Watson Company. All rights reserved.
Saville Consulting Wave®
Styles Questionnaires and ReportsSaville Consulting Wave®
Styles Questionnaires and Reports
“What Saville Consulting did for us was both highly efficient and cost-effective. The result was customized to our needs. We have our own personality report which rates the CANDO value set of each individual. It is absolutely embedded in our organization and is now used as a standard across our business.”
PZ Cussons
CONTENTS
Page
Saville Consulting Wave® Questionnaires 2
Which Wave® Reports are Powered by which Wave Questionnaires? 4
Wave Reports and Application Guidelines 5
Unique Features 6
Deep Dives 7
Expert Reports 8
Personal Reports 10
Line Manager Report 11
Interview Guide 12
Development Reports 14
Team Roles Report 16
Types Report 18
Leadership Report 20
Reflections Report 22
Sales Report 24
Entrepreneurial Potential Report 26
Performance 360 28
Job Profiler 30
What Our Clients Say 32
A Selection of Our Clients 33
2
Integrated and flexible suite of output reports
measuring specific selection, performance
and development areas.......................
The most powerful personality questionnaire for predicting performance and potential
Online styles assessment available in 13 and 40 minute formats
• The most valid indicator of competency potential and cultural fit
• The only psychometric tool to identify work motives and talents
• Multiple language availability encouraging standardized international assessment
• User and administrator friendly reporting
2
3© Saville Consulting. All rights reserved. 3
Distinguishes approaches to tasks and people to enhance organizational and team dynamics.Powered by Wave Focus Styles and Wave Professional Styles
Identifies the most and least preferred team roles to contribute effectively to a high performance team. Powered by Wave Focus Styles and Wave Professional Styles
Types Report Team Roles
Identifies leadership potential for talent selection and development in line with situational effectiveness.Powered by Wave Professional Styles
Recognizes negative and positive elements of work styles. Encourages developmental self-awareness to achieve optimum performance.Powered byWave Professional StylesLeadership Report
Reflections Report
Powerful predictor of the ability to create and add value to an organization through entrepreneurial talent.Powered by Wave Focus Styles and Wave Professional Styles
Builds high-quality sales teams by identifying individuals with the potential and talent to succeed in sales roles.Powered by Wave Professional Styles
Sales ReportEntrepreneurial
Report
360 feedback on performance delivered in the most powerful way.Powered by Wave Performance 360
Profiles the key drivers for success.Powered by Wave Job Profiler
Performance 360 Job Profiler
Objective and competency-based interviewing for line managers. Probes areas of concern and verifies strengths in an easy to use format.Powered by Wave Focus Styles, Wave Professional Styles and Work Strengths
Illustrates existing capability and areas of overplayed strengths. Provides development tips to achieve full potential.Powered by Wave Focus Styles and Wave Professional Styles
Interview GuideDevelopment
Report
4
Questionnaires
Report Professional Styles Focus Styles Performance
360 Job Profiler
Typical Completion Time 40 minutes 13 minutes 10 minutes 10 minutes
Expert
Personal
Line Manager*
Interview Guide*
Summary Development
Premium Development
Types
Team Roles
Leadership
Reflections
Sales
Entrepreneurial Potential
Performance 360
Job Profiler
* These reports are also available from Work Strengths, a 20-minute behavioral screening questionnaire. Shorter, sector-specific screening questionnaires are also available.
Which Wave Reports are Powered by which Wave Questionnaires?
5© Saville Consulting. All rights reserved.
Appl
icat
ion
Gui
delin
es
Repo
rts
Sele
ctio
nIn
divi
dual
D
evel
opm
ent
Coac
hing
Lead
ersh
ip
Asse
ssm
ent
Team
D
evel
opm
ent
Orga
niza
tiona
l Ta
lent
Aud
itBu
sine
ss
Gro
wth
Self-
awar
enes
sCa
reer
Pl
anni
ng
Expe
rt*
Pers
onal
**
Line
Man
ager
**
Inte
rvie
w G
uide
**
Sum
mar
y D
evel
opm
ent*
*Pr
emiu
m
Dev
elop
men
t**
Type
s**
Team
Rol
es**
Lead
ersh
ip*
Refle
ctio
ns*
Sale
s*
Entre
pren
euria
l Po
tent
ial*
Perfo
rman
ce 3
60*
Job
Prof
iler*
*
* W
ave
Repo
rts
that
can
onl
y be
use
d by
an
accr
edite
d W
ave
train
ed u
ser.
** W
ave
Repo
rts
that
can
be
used
by
line
man
ager
s, in
divi
dual
s an
d/or
coa
ches
und
er th
e su
perv
isio
n of
an
accr
edite
d W
ave
train
ed u
ser.
Th
e tic
ks a
bove
are
gui
delin
es o
nly
and
repr
esen
t the
mos
t fre
quen
t Wav
e ap
plic
atio
ns. T
here
may
be
spec
ific
situ
atio
ns a
nd c
onte
xts
whe
re d
iffer
ent W
ave
repo
rts
are
mor
e ap
plic
able
than
thos
e hi
ghlig
hted
.
Wave Reports and Application Guidelines
6
Candidate ExperienceThe Saville Consulting Wave Questionnaires use a new dynamic response format that combines a 9-point rating response with a forced choice ranking response (our new rate-rank or ra-ra format).
The Wave ModelThe Wave® model is a hierarchical model built around 4 clusters, 12 sections, 36 dimensions and 108 facets.
I am a competitive person
I like to challenge people’s ideas
I am comfortable working alone
I am cheerful most of the time
I prefer to take the lead
I am good at building rapport
Very Strongly Disagree
Strongly Disagree Disagree
SlightlyDisagree Unsure
SlightlyAgree Agree
Strongly Agree
Very Strongly Agree
I am a competitive person
I like to challenge people’s ideas
I prefer to take the lead
I am good at building rapport
Most Least
Saville Consulting WaveUnique Features
7© Saville Consulting. All rights reserved.
Deep Dives
The Wave assessment is unique in profiling three deep dives which sit beneath overall scores.
> Facet Ranges - highlight where an individual has a more unusual spread or range of scores across three facets
1 2 3 4 5 6 7 8 9 10
Resolving Sten 5
copes well with people who are upset (7); handles angrypeople reasonably well (6); feels less need than mostpeople to resolve disagreements (2)
> Motive-Talent Splits - highlight where there is lack of alignment between an individual’s motive and talent on a Wave dimension (Professional Styles) or section (Focus Styles)
1 2 3 4 5 6 7 8 9 10
Engaging Sten 3
establishes rapport reasonably quickly (5); puts relativelylittle emphasis on making a good first impression (3);unlikely to seek new friends actively (3)
> Normative-Ipsative Splits - highlight where there is a significant difference between how an individual has rated and ranked themselves on a Wave dimension (Professional Styles) or section (Focus Styles). This can indicate under/over self-evaluation.
1 2 3 4 5 6 7 8 9 10
Convincing Sten 3
less persuasive than most people (1); makes own pointstrongly (7); has very little focus on negotiating the bestdeal (2)
8
Applications The Saville Consulting Expert Reports are designed for use in:
> Selection Recruiting the best people for roles
> Individual Development Providing a diagnostic for action planning
> Coaching Providing clear metrics on talent, motives and competency potential
> Leadership Assessment Profiling and developing effective leaders
> Team Development Growing successful teams
> Organizational Talent Audit Benchmarking leadership and talent pipelines
> Business Growth Identifying business drivers and entrepreneurial talent
> Self-Awareness Highlighting areas of strength and areas for development
> Career Planning Matching aspirations with capabilities and motives
Benefits
> High Validity - ensures correct decisions are made when recruiting
> Detailed Behavioral Feedback - facilitates action planning in the areas that matter
> Maximize Culture Fit - by selecting and promoting the right people into the right roles
> Quick and Objective Comparisons - of strengths and limitations
> Benchmarking - against relevant groups
> Deep Dive - under the scores to describe the uniqueness of individuals
Full Psychometric Profile - Delivery ClusterDelivery
Conscientious 1 2 3 4 5 6 7 8 9 10
Reliable Sten 4
places less emphasis on meeting deadlines than manypeople (3); less punctual than many people (4); reasonablyfocused on finishing tasks (5)
Meticulous Sten 4
has relatively little focus on making sure the detail is right(3); less thorough than many people (4); ensures areasonably high level of quality (6)
Conforming Sten 3
is much less inclined to follow rules (2); strongly dislikesfollowing procedures (2); is sometimes prepared to takerisks in decision making (4)
Structured 1 2 3 4 5 6 7 8 9 10
Organised Sten 1
less well organised than most people (2); very muchdislikes having to make plans (2); less inclined to prioritisethan most people (2)
Principled Sten 4
is concerned with being ethical (5); places less emphasison maintaining confidentiality than many people (4);places relatively little focus on honouring commitments (4)
Activity Oriented Sten 5
works at a moderately fast pace (5); works well when busy(7); prefers to do one thing at a time (3)
Driven 1 2 3 4 5 6 7 8 9 10
Dynamic Sten 7
good at making things happen (7); impatient to get thingsstarted (7); moderately energetic (6)
Enterprising Sten 8
likely to identify business opportunities (8); fairly salesoriented (8); as competitive as most people (6)
Striving Sten 9
driven to achieve outstanding results (8); fairly ambitious(7); likely to persevere through difficult challenges (8)
Professional Styles ReportThe Wave Professional Styles Expert Report is a comprehensive 12-page report consisting of:
> Executive Summary Profile
> Response Summary
> Full Psychometric Profile (four pages)
> Summary Psychometric Profile
> Competency Potential Profile
> Predicted Culture/Environment Fit
Saville Consulting WaveExpert Reports
9
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles
Requires a Saville Consulting Wave accredited user to interpret and feedback report data.
Competency Potential ProfileThe following report summarises Sample Candidate’s areas of greater and lesser potential based on Saville Consulting's extensive international database linking Focus Styles to work performance.
Competency Description Potential
Solv
ing
Pro
blem
s
Evaluating ProblemsExamining Information (2); DocumentingFacts (5); Interpreting Data (4)
Fairly Lowhigher potential than about 25%of the comparison group
Investigating IssuesDeveloping Expertise (1); Adopting PracticalApproaches (7); Providing Insights (3)
Extremely Lowhigher potential than about 1% ofthe comparison group
Creating InnovationGenerating Ideas (2); Exploring Possibilities(1); Developing Strategies (1)
Extremely Lowhigher potential than about 1% ofthe comparison group
Infl
uenc
ing
Peo
ple
Building RelationshipsInteracting with People (9); EstablishingRapport (6); Impressing People (10)
Very Highhigher potential than about 95%of the comparison group
Communicating InformationConvincing People (9); ArticulatingInformation (8); Challenging Ideas (8)
Very Highhigher potential than about 95%of the comparison group
Providing LeadershipMaking Decisions (9); Directing People (6);Empowering Individuals (2)
Averagehigher potential than about 40%of the comparison group
Ada
ptin
g A
ppro
ache
s
Showing ResilienceConveying Self-confidence (9); ShowingComposure (8); Resolving Conflict (2)
Averagehigher potential than about 60%of the comparison group
Adjusting to ChangeThinking Positively (6); Embracing Change (2);Inviting Feedback (4)
Lowhigher potential than about 10%of the comparison group
Giving SupportUnderstanding People (1); Team Working (1);Valuing Individuals (1)
Extremely Lowhigher potential than about 1% ofthe comparison group
Del
iver
ing
Res
ults
Processing DetailsMeeting Timescales (5); Checking Things (4);Following Procedures (3)
Fairly Lowhigher potential than about 25%of the comparison group
Structuring TasksManaging Tasks (4); Upholding Standards (1);Producing Output (6)
Very Lowhigher potential than about 5% ofthe comparison group
Driving SuccessTaking Action (9); Seizing Opportunities (8);Pursuing Goals (6)
Highhigher potential than about 90%of the comparison group
Predicted Culture/Environment Fit
Performance Enhancers
where there is the opportunity to be the centre of attention and people are aware ofone's achievements and status
where self confidence is regarded as an asset and people are encouraged to knowtheir own worth and take responsibility for their own workload
where energy levels are high, there is a strong action orientation and people arerewarded for taking the initiative and making things happen
where there are numerous opportunities for making new contacts and developingrelationships, and good networking is seen as a key to success
where the ability to make a persuasive case is highly valued and influence is bymeans of persuasion and negotiation rather than the exercise of authority
where people are encouraged to assume responsibility for important decisions anddecisiveness is a valued characteristic
where commercialism and entrepreneurialism are valued and the emphasis is onidentifying business opportunities and outperforming the competition
where the ability to explain things clearly and confidently is highly valued and thereare frequent opportunities for giving formal presentations
Performance Inhibitors
where one is in a low profile position and achievements go unrecognised
where self confidence is equated with arrogance and denigrated, and people arediscouraged from taking control of their own workload
where energy levels are low and people show little initiative
where there are few networking opportunities
where influence is by means of command and control rather than by persuasion andnegotiation
where the responsibility for major decisions rests with other people and there is littleopportunity to influence the outcome
where the culture is non-commercial, non-competitive and non-profit oriented
where relatively little importance is attached to the ability to explain things well andthere are few opportunities for giving presentations
Focus Styles ReportThe Wave Focus Styles Expert Report is a seven-page report consisting of:
> Response Summary
> Psychometric Profile (one page)
> Competency Potential Profile
> Predicted Culture/Environment Fit
© Saville Consulting. All rights reserved.
10
Reports The Wave Professional Styles Personal Report presents a four page profile giving scores on the 36 Wave dimensions and narrative descriptions of the 108 Wave facets which are reflective of the individual’s profile.
The Wave Focus Styles Personal Report presents a one page profile giving scores on the 12 Wave sections and narrative descriptions of the 36 Wave facets which are reflective of the individual’s profile.
Applications > Candidate Feedback
Following selection events, it is best practice and good PR to provide feedback. This report can be emailed quickly and efficiently to candidates
> Compliance with the Data Protection Act This PDF report provides clear and accurate feedback to candidates
> Individual Development Provides detailed information on strengths and possible development areas
> Coaching Provides quality assessment data prior to action planning and personal development
Benefits> Detailed Feedback - across the Wave model on the
key behaviors which drive performance and potential> Clear and Concise Reporting - which is easy to use
and understand> Rich Detailed Data - which covers narrative on the
specific Wave facets> Graphical and Text Based Information - ensures
scores are accurately interpreted> Complimentary - with the Expert Report. Wave
accredited users do not pay extra to provide quick and user friendly online candidate feedback
image description
Focus Styles - Personal Report
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles
Requires an accredited Wave trained user to oversee the use of Personal Reports in an organization.
Delivery
Conscientious 1 2 3 4 5 6 7 8 9 10
Reliableconscientious about meeting deadlines; as punctual asmost people; is sometimes prepared to leave tasksunfinished
Meticulousreasonably attentive to detail; reasonably thorough;ensures a reasonably high level of quality
Conformingis much less inclined to follow rules; strongly dislikesfollowing procedures; is prepared to take risks in decisionmaking
Professional Styles - Personal Report
The Wave Personal Reports are designed to give high-quality and straightforward feedback to individuals. They can stand alone or be accompanied by a telephone or face-to-face discussion.
Saville Consulting WavePersonal Reports
11© Saville Consulting. All rights reserved.
Report The Line Manager Report is based on two pages from the Expert Report. The first page details benchmarked Competency Potential scores across the 12 Wave sections and 36 Wave dimensions. The second page includes Predicted Culture/Environment Fit data in the form of eight rank ordered Performance Enhancers and Inhibitors.
Applications > Selection Screening
Matching applicants against clear behavioral job requirements during initial stages
> Shortlisting Identifying the best candidates against key success factors prior to interview
> Interviewing Highlighting areas of strength and possible limitations for follow-up questioning
> Identifying Culture Fit Provides data on the most and least preferred work cultures for individuals
> Onboarding Data on strengths and development areas can be used as a platform for quick and successful induction
Benefits> Easy to Use - clear graphical reporting against the
standard set of 12 Wave sections> Quick and Objective Comparison - of strengths and
limitations across candidates> Benchmarking - against relevant groups> High Validity Psychometrics - are accessible to line
managers and recruiters> Maximizing Culture Fit - by recruiting and promoting
the right candidates to the right roles
Predicted Culture/Environment Fit
Performance Enhancers
where there is an emphasis on comprehensively researching and recording the factsand communicating them clearly in writing
where creativity and innovation are encouraged and radical ideas and solutionswelcomed
where there is constantly a lot on the go, people are engaged in multiple tasks andefficient use of time is important
where the development of theoretical ideas and concepts is encouraged
where value is placed on the ability to cope with pressure, emergencies and tensions
where importance is attached to punctuality and completing tasks to deadline andreliability is clearly valued
Performance Inhibitors
where little value is attached to exploring all the facts and communicating them wellin writing
where conventional attitudes prevail, traditional approaches are preferred and peopleare discouraged from generating new ideas
where the pace of work is leisurely, there is little multi-tasking and time is not usedefficiently
where there is little interest in the application of theoretical ideas and models andpeople are given little time to explore different options and possibilities
where a lack of anxiety is interpreted as a lack of motivation
where there is a culture that allows deadlines to be passed and tasks are often leftunfinished
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles
Requires an accredited Wave trained user to oversee the use of Line Manager Reports in an organization.
Competency Potential ProfileCompetency Description Potential
Solv
ing
Pro
blem
s
Evaluating ProblemsExamining Information (7); DocumentingFacts (9); Interpreting Data (4)
Fairly Highhigher potential than about 75%of the comparison group
Investigating IssuesDeveloping Expertize (7); Adopting PracticalApproaches (6); Providing Insights (6)
Fairly Highhigher potential than about 75%of the comparison group
Creating InnovationGenerating Ideas (9); Exploring Possibilities(8); Developing Strategies (4)
Fairly Highhigher potential than about 75%of the comparison group
Infl
uenc
ing
Peo
ple
Building RelationshipsInteracting with People (4); EstablishingRapport (5); Impressing People (3)
Fairly Lowhigher potential than about 25%of the comparison group
Communicating InformationConvincing People (4); ArticulatingInformation (5); Challenging Ideas (7)
Averagehigher potential than about 40%of the comparison group
Providing LeadershipMaking Decisions (6); Directing People (2);Empowering Individuals (5)
Fairly Lowhigher potential than about 25%of the comparison group
The Line Manager Report is designed for use by managers and recruiters in either selection or development.
Saville Consulting WaveLine Manager Report
12
Structured Interviewing Powered by Psychometric Data
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2009 Saville Consulting. All rights reserved.
Saville Consulting WaveInterview Guide
13
Report A one-page summary displays candidates’ scores across 12 key competencies. Questions and follow-up probes are provided across the talent and motive aspects of the Wave Performance model.
Depending on the individual candidate data, between two and four key questions are generated for each competency.
An accompanying User Guide provides quick score sheets for each competency and advice on best interview practice.
Applications The Saville Consulting Wave Interview Guide enables recruiters to use the power of Wave to inform and structure the content of selection interviews. It is designed for use in:
> Devolved and Line Manager Recruitment Enables non-HR interviewers to access the outputs of personality questionnaires and structure interviews accordingly
> Panel Interviews Provides a set of structured and probing questions for panel members to divide among themselves
> Recording Interview Content The Interview Guide and scoring forms encourage systematic recording and review of behavioral evidence against competencies
> Onboarding and Induction Evidence of strengths and possible development areas can be used to aid successful induction
Benefits> Saves Interview Preparation Time - provides
standardized questions> Predicts Performance and Potential - by focusing on
the competencies which are most predictive of high performance at work
> Improves Objectivity - across interviewers> Provides In-Depth Exploration - of both Motive
and Talent across the relevant parts of the Wave Performance Model
> Structured Write-Ups - follow the WAVE Observational Scoring Model and use a clear behaviorally based scoring and evaluation process
> Access to Powerful Psychometric Data - without lengthy training requirements
-VE PROVIDING LEADERSHIP +VE
1 2 3 4 5
Avoids making decisions x Makes decisions
x Directs people well
Fails to motivate or empower others x Empowers and motivates others well
Total
1 2 3 4 5
Negative Evidence Positive Evidence
More task than people focused. Emphasis on driving results through without adapting to individuals or changing approach and accommodating individual needs when problems arose.
Clear evidence of taking responsibility for decisions. dealing with decisions relating to budget
spend, changes to project plans and resource allocation. Has led team of six to meet targets.
Comments
Overall assertive leadership style evident. Willing and prepared to take responsibility. Less inclined to adapt
varying requirements.
Lets others take the lead
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles > 20 minutes - Work Strengths
The Interview Guide is available immediately following the candidate’s completion of the Wave questionnaire.
Requires an accredited Wave trained user to oversee the use of the Interview Guide in an organization. No accredited psychometric training is required for line managers to access the Interview Guide, however, a briefing session is recommended.
© Saville Consulting. All rights reserved.
14
Bridging the Gap Between Diagnosis and Action Planning
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2005-2009 Saville Consulting. All rights reserved.
Saville Consulting WaveDevelopment Reports
15© Saville Consulting. All rights reserved.
ReportsThe Summary and Premium Development Reports list practical tips and actions across the Wave behavioral framework. This covers behavioral dimensions within Thought, Influence, Adaptability and Delivery. Development tips are shown in four areas:> Building Strengths> Possible Overplayed Strengths - “Watch Fors”> Development Tips> Managing Limitations
The Summary Development Report focuses on rank-ordered Wave Competency Potential scores. It highlights the top eight Building Strengths, the top four Possible Overplayed Strengths, the lowest eight Development Tips and the lowest four Managing Limitations.The Premium Development Report covers all 36 of the Wave Competency Potential scores. The type of development tip is determined by the Wave score on each of the 36 competencies.
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles> 10 minutes - Wave Performance 360
Requires an accredited Wave trained user to oversee the use of the Development Reports in an organization.
Building StrengthsGenerating IdeasProducing Ideas; Inventing Approaches;Adopting Radical Solutions
Very Highperformed better than 95% ofcomparison group
• Ensure that ideas are supported by a rational argument and a strong business case.
• Be aware of who the key stakeholders and decision makers are. These are the peopleto sell ideas to.
• Ask for feedback on the quality of ideas and how they are presented.
• Look at the best ideas that have previously been rejected and see if they could berevived.
• Get involved in the early stages of projects. This is where suggestions will bewelcomed.
• Investigate techniques to improve creativity.
• Put together a creative group of experts from different areas to solve intractableproblems.
• Present a range of ideas, offering varying degrees of change from where things arenow.
Development TipsConvincing PeoplePersuading Others; Shaping Opinions;Negotiating
Fairly Lowperformed better than only 25% ofcomparison group
• Review argument(s) and ensure to cover the key benefits and don't get lost in thefeatures of a product or service.
• Think through what the most important decision making factors are for the personbeing convinced and make sure that these are foremost in the discussion.
• Make sure to have three good reasons for achieving the goal, etc.
• Anticipate the questions and objections. Rehearse the answers.
• Join debates and debating clubs.
• Practice arguing both sides of own case(s).
• Experience the negotiation process from both sides, buying and selling.
• Role play negotiations with close colleagues. Anticipate the questions and issues.
• Research models of negotiation and practice in a safe environment.
ApplicationsThe Summary and Premium Wave Development Reports are designed for use in:
> Self-Directed Improvement Draws on a range of over 1200 practical development actions to prompt focused and tangible action planning
> Targeted Coaching Relates action planning to clearly identified strengths and limitations
> Management Development Helps to focus development on behaviors which are key to the individual
> Assessment/Development Center Follow-Up Quickly bridges the gap between assessment and behavior change
> Recruitment Onboarding Enables work to be focused on developmental areas
Benefits> Easy to use - development tips and recommended
actions are practical and relevant to the workplace> Builds on Strengths - to maximize performance> Manages Limitations - individuals can identify ways to
handle problem areas> Highlights Possible Overplayed Strengths - which can
prove derailing for an individual> Powered by Wave Psychometrics - ensures that
development is focused on the behaviors which are shown to drive workplace performance
> Time Saving - prompts quick, relevant and focused action planning
16
Team Roles
Profiling an Individual’s Most and Least Preferred Team Roles
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2011 Saville Consulting. All rights reserved.
Saville Consulting WaveTeam Roles Report
17© Saville Consulting. All rights reserved.
ReportThe highly graphic report identifies an individual’s preferences based on the way they interact with others and their approach to work. The graphics display an individual’s scores across eight role types. The individual’s two most and least preferred roles are highlighted with detailed descriptive summaries.
Team Roles
The report also looks at the contrasts between the most and least preferred roles and the associated behaviors. Advisory points are made on the potential contribution to enhanced team performance.Report templates are available to overview the whole team’s role preferences.
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles
Requires an accredited Wave trained user to oversee the use of the Team Roles Reports in an organization.
Your Contrasting Team Roles
Your team roles can be better understood when the contrasts between your twopreferred (primary and secondary) and two least preferred team roles are considered.These contrasts and their associated behaviors are presented below, along with advicethat could help enhance the team’s performance.
Primary role Less preferred role
Relator Finisher
People with this role contrast typically prefer to spend more time discussing issuesthan completing tasks. Be aware of when talk should turn into action.
Primary role Less preferred role
Relator Analyst
People with this role contrast tend to be active communicators but may not possess afull understanding of all the relevant facts. Discuss information with more analyticalteam members, as this may help develop a clearer understanding of the importantissues.
Secondary role Less preferred role
Innovator Finisher
People with this role contrast often produce ideas that are highly original, but theymay find it more difficult to simplify the ideas and make them workable. Discuss thepracticalities of implementing the ideas with others, such as the time, effort and costrequired.
Secondary role Less preferred role
Innovator Analyst
People with this role contrast typically generate highly original ideas which maybenefit from being more fully thought through. Discuss ideas with more evaluativeteam members before implementation. This may help to make the ideas morepractical and effective.
ApplicationsThe Wave Team Roles Report is designed for use in:> Enhancing Team Performance
Building a performance driven culture and playing to the strengths of the group
> RecruitmentCreating powerful new teams
> Team FeedbackClear feedback on role preferences within the team to improve gaps and interactions
> Problem Solving - Within and Across TeamsIdentifying blockages and barriers to success and providing a platform for action planning
> Managing ChangePreparing teams to initiate and drive change
Benefits> Improved Team Performance - insight on team roles
based on the Wave behavioral characteristics shown to predict the most effective performance
> Balanced Teams - able to deliver all the key components of effective team work
> Performance Culture - teams developed to support and drive high achievement
> Platform for Change - teams developed to aid change> Resolution of Conflict - enables focus on the
behaviors contributing to ineffectiveness or conflict> Behavioral Change - insightful awareness of the
impact of contrasting team roles supports planning > Quick and Easy Online Access
Analyst Optimist
Supp
orte
r
Finisher
Striver Assertor
Rela
tor
Innovator
Least Preferred Roles
Least Preferred Roles
Least Preferred Roles
Leas
t P
refe
rred
Rol
es
Preferred Roles
Preferred Roles
Preferred R
oles
Pre
ferr
ed R
oles
Group Team Roles Analysis
18
Profiling an Individual’s Task and People Type
People Type
InfluencerInfluencers excel at communicating their message. They enjoy using power and single-mindedly pursue their goals. As the results are reasonably well differentiated, SampleCandidate is likely to typically adopt this type, but may sometimes adopt other types.
™
Report for Sample CandidatePage 4
Task Type
ThinkerThinkers get straight to the core of a problem to find solutions. They may pursue ideas atthe expense of accomplishing results. As the results are reasonably well differentiated,Sample Candidate is likely to typically adopt this type, but may sometimes adopt other types.
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2005-2009 Saville Consulting. All rights reserved.
Types ReportSample Candidate
Professional
Styles
™
Saville Consulting WaveTypes Report
19© Saville Consulting. All rights reserved.
ReportThe Wave Types Report is based on the four higher level clusters of the Wave Performance Culture Framework. Influence and Adaptability combine to produce the People Type while Thought and Delivery combine to produce the Task Type.
The combined People and Task Type is described, along with the implications of the type in a range of situations and interactions.
This Types Report can be used on its own or in conjunction with the Expert, Personal or Line Manager Reports which provide more detail on the scores which underpin the overall types data. Group level reporting can facilitate team development interventions.
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles > 13 minutes - Wave Focus Styles
Requires an accredited Wave trained user to oversee the use of the Types Report in an organization.
Saville Consulting Wave® Types Model
People Types
AdaptorAdaptors are supportive,resilient and flexible in
response to change. They arequiet and accommodating.
TransformerTransformers combine
interpersonal sensitivity withpowerful social networks and
definite leadership impact.
IndividualistIndividualists are task ratherthan people-focused. Theyprefer environments wheretheir specialist expertise is
valued.
InfluencerInfluencers excel at
communicating their message.They enjoy using power andsingle-mindedly pursue their
goals.
Task Types
ThinkerThinkers get straight to the
core of a problem to findsolutions. They may pursue
ideas at the expense ofaccomplishing results.
TransactorTransactors combine
thoughtful analysis with thedriven pursuit of goals. Theyenjoy challenges and can berelied upon to deliver results.
PreserverPreservers adopt conventionalapproaches to their work and
prefer a steady work pace.
DoerDoers approach their work
with dynamism andconscientiousness. They
prefer action overintellectualized debate.
Influencer-TransactorInfluencer-Transactors combine a focus on delivering results with powerful socialinfluence. They enjoy analyzing issues and their style tends towards the directive.
Leadership Style
• Influencer-Transactors are capable of leading people to deliver impressive results.• They create a compelling vision and use assertive approaches to get people bought
into plans.• They know exactly where they are going and focus on getting results. This single-
minded pursuit of a clear direction can at times lead to an autocratic leadership style.
Team & Peer Interaction
• Influencer-Transactors are likely to seek to influence in any team situation. Theycome across as purposeful, challenging and articulate.
• In project work, they are likely to focus strongly on their own needs and goals.• They much prefer a leadership to a team member role, and prefer to dominate group
situations.
Managing Change
• Influencer-Transactors are most at ease leading change by drawing up clear plansand directing the implementation of these plans.
• Their enthusiastic thinking should find flaws in proposals and they are ofteninfluential stakeholders as they can sway others' views.
• Their tolerance and patience is limited when things do not go to plan.
Cultural Synergies & Maximizing Potential
• Influencer-Transactors need challenges in order to be stimulated in their work.• They may lack empathy and upset others who stand in their way, and may struggle
to contain their emotions when things go wrong.• They prefer cultures where ambition and status matter.• They work well in demanding environments and cope well with lack of support or
flexibility from their colleagues.
ApplicationsThe Wave Types Report is designed for use in:
> Team Development Understanding the similarities, differences and gaps within a team
> Individual Development Profiling and detailing the implications of people and task types
> Conflict Resolution Highlighting areas where individuals may have weaker culture fit within the team
> Leadership Development Maximizing awareness of leadership style and potential
Benefits> High Validity - the types are performance driven and
relevant to the workplace> User Friendly - the graphics give clear scores and an
indication of the strength of the type> Improved Team Performance - based on awareness of
the mix of types> Enhanced Leadership Style - reflecting the balance of
people and task types> Change Management - informs on the best methods
for driving change> Culture Fit - identifies the environmental fit factors
20
Leadership Styles and Situational Fit Contexts
Report for Sample Candidate Comparison Group: Professionals & Managers (INT, IA, 2009)© 2010-2011 Saville Consulting. All rights reserved.
Leadership ReportSample Candidate
Professional
Styles
™
Saville Consulting WaveLeadership Report
21
ReportThe report measures the general characteristics which make leaders effective across different situations (the 3P Leader Base Profile) and the specific leadership styles and situations which a given leader is particularly suited to.
AdministrationSecure online administration via Saville Consulting’s assessment platform (Oasys) or via the Saville Consulting Bureau Team.
Completion time: > 40 minutes - Wave Professional Styles
Requires a Saville Consulting Wave accredited user to interpret and feed back report data.
Predicted Situational Leadership EffectivenessThis profile indicates the situations where Sample Candidate is likely to be an effectiveleader. The profile shows the top six followed by the bottom six situations.
10Likely to be extremely well suited to leadership where the long-term vision of anorganization needs to be developed
10Likely to be extremely well suited to leadership where a positive attitude helps topromote goals and achieve success
9Likely to be very well suited to leadership where it is important for people toinnovate and challenge the ideas of others
9Likely to be very well suited to leadership where purposeful interaction with othersis required to achieve a goal
9Likely to be very well suited to leadership where persuasion is required in order toovercome resistance to ideas or plans
9Likely to be very well suited to leadership where people require inspiration to helpthem define and achieve goals
The 3P Leader Base ProfileThis profile provides a summary of the likely potential of Sample Candidate in six key aspects underpinning overall leadership effectiveness.
ProfessionalLikely to be effective at leading in specialist contexts and providing professional or technical knowledge.
LogicalLeadership based on applying strong analytical and reasoning capability
7
ExpertLeadership based on investigating and solving problems using specialist expertise
7
PeopleLikely to be effective at managing a wide range of people across teams or functions.
AdaptableLeadership based on understanding and adapting to the needs of others
4
DominantLeadership based on interacting assertively with people to achieve results
8
PioneeringLikely to be effective at driving success, change and growth.
EntrepreneurialLeadership based on seizing commercial opportunities and outperformingcompetitors
9
RevolutionaryLeadership based on generating imaginative solutions and a long-term vision
10
ApplicationsThe Wave Leadership Report is designed for use in:> Selecting Leaders
Identifying individuals with the relevant motive, talent and potential for key leadership roles
> Succession Planning Recognizing internal talent with the potential to meet the challenges of senior leadership roles
> Coaching and Development Helping individuals explore the advantages and disadvantages of their preferred leadership styles
> Assessing Leader-Environment Fit Assessing a leader’s suitability to work flexibly across a range of situations
Benefits> Identifies Leaders with Pioneering Capabilities -
based on new measures of being evolutionary and revolutionary
> Selecting and Developing Better Leaders - who build the talent pipeline within the organization
> Strong Predictions of Leadership Performance - based on measures that have been validated against leadership theory and using international workplace performance and effectiveness criteria
> Matching of Leaders to Situations - across the Professional, People and Pioneering arenas
> Review of Motives and Talents - across the comprehensive Leader Styles model
> Identification of Over or Underestimated Leadership Styles - which informs and targets specific development actions
The Styles Profile indicates motives, talents and preferences across 24 leadership styles; these are linked to the leadership environments where the individual is likely to be most and least suited.
© Saville Consulting. All rights reserved.
22
Positive and Negative Reflections on Workplace Behavior
Report for Sample Candidate Comparison Group: Professionals & Managers (INT, IA, 2009)© 2011 Saville Consulting. All rights reserved.
Saville Consulting WaveReflections Report
23© Saville Consulting. All rights reserved.
Report The report summarizes nine specific combinations of work styles across the people, task and growth sections, with 18 defined extremes.
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles
Requires a Saville Consulting Wave accredited user to interpret and feedback report data.
Each of the nine areas details the six contributing Wave dimensions. Positive and negative descriptors of behavioral tendencies associated with each style are listed for the nine combinations.
Task Immersed Socially Immersed
Likely to be able to maintain their focus ontasks despite distractions
Likely to help build positive relationshipbetween people
May spend too little time developing andmaintaining workplace relationships
May spend too little time on importantworkplace tasks
Interactive (8)
Engaging (8)9 10
Self-promoting (10)
More Task-Immersed More Socially-Immersed
Organized (1)
Dynamic (3) 10 9 8 7 6 5 4
Practically Minded (5)
ApplicationsThe Wave Reflections Report is designed for use in:> Coaching
Reviews key strengths and limitations as a basis for action planning
> Personal DevelopmentHelps an individual easily identify and reflect on any strong behavioral tendencies they may possess
> Leadership Development Builds enhanced leadership capability through enhanced self-awareness
> Delivering Challenging FeedbackHighlights strengths, limitations and details of the potential positive and counterproductive behaviors
Benefits> Transparency - the user can gain insight into how the
main score is achieved and appreciate what might underpin their tendency towards a particular work style
> High Validity - the Reflections Report development was performance driven, with every scale validated against independently rated competencies and overplayed strengths
> Powerful Data - the linked combinations highlight the most positive and/or the most counterproductive behaviors for the individual
> Insightful Reflections Feedback - is accurate, challenging and thought-provoking
> Cross-Referencing - with the Wave Expert and Leadership Report or 360; provides a comprehensive base for personal development
Tough Minded Sensitive
Likely to appear confident and calm indifficult situations
Likely to be sensitive to difficultiesexperienced by others
May be perceived as lacking concern andappear unmoved under pressure
May often react inappropriately underpressure
Receptive (7)
Attentive (5)6 7 8 9 10
Accepting (5)
More Tough Minded More Sensitive
Self-assured (7)
Composed (5) 10 9 8 7 6
Positive (6)
24
Selling Styles and Profiling Sales Success
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2011 Saville Consulting. All rights reserved.
Saville Consulting WaveSales Report
25
Report The Wave Sales Report measures a person’s potential to perform in a sales role.Three elements of sales potential are profiled:> Potential against the key characteristics for
successful selling > Effectiveness in different sales situations> The potential for sales leadership
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles
Requires a Saville Consulting Wave accredited user to interpret and feedback report data.
Sales Profile
Area PotentialSo
lvin
g P
robl
ems Identifying Needs
Understanding Customer Needs (7); AnalyzingInformation (2)
Fairly Lowhigher potential than about 25%of the comparison group
Developing SolutionsApplying Expertise (6); Being Creative (10)
Highhigher potential than about 90%of the comparison group
Infl
uenc
ing
Peo
ple Developing Leads
Developing Rapport (9); BuildingRelationships (10)
Extremely Highhigher potential than about 99%of the comparison group
Closing DealsPresenting Information (10); Changing Views(9); Challenging Objections (7)
Extremely Highhigher potential than about 99%of the comparison group
Ada
ptin
g A
ppro
ache
s
Staying PositiveHandling Pressure (5); Being Resilient (3);Maintaining Self-Belief (7)
Fairly Lowhigher potential than about 25%of the comparison group
Working CollaborativelySupporting People (6); Working Cooperatively(2)
Fairly Lowhigher potential than about 25%of the comparison group
Del
iver
ing
Res
ults Being Disciplined
Being Organized (1); Maintaining Standards(2)
Extremely Lowhigher potential than about 1% ofthe comparison group
Results FocusedTaking Action (2); Pursuing Targets (8)
Averagehigher potential than about 60%of the comparison group
The following report summarizes Sample Candidate’s areas of greater and lesser potentialbased on our extensive international database linking Saville Consulting Wave to workperformance. Sample Candidate’s Ratings Acquiescence is Sten 5 and their Consistencyof Rankings is Sten 6.
Sales Potential IndicatorsThe following report summarizes Sample Candidate's greater or lesser potential againstkey performance indicators which underpin effectiveness across different sales roles.
Indicator Potential
High Customer Contact Ratee.g. Initiating Contact; Following Up Leads;Maintaining Existing Relationships
Averagehigher potential than about 60% ofthe comparison group
Developing New Businesse.g. Developing Leads; Negotiating Deals; UsingCreative Strategies
Extremely Highhigher potential than about 99% ofthe comparison group
Managing Existing Businesse.g. Managing Accounts; Maintaining Service Levels; Upselling to Existing Customers
Extremely Lowhigher potential than about 1% ofthe comparison group
Sales Leadershipe.g. Making Decisions; Giving Direction; Motivating Sales People
Averagehigher potential than about 60% ofthe comparison group
Applications The Wave Sales Report is designed for use in:> Selection
Recruiting top sales people who will impact on business performance
> Coaching Highlighting areas of strength and limitation across the sales cycle and exploring the alignment of motives and talents
> Training Needs Analysis Providing data on individual and sales team potential benchmarked against external data
> Sales Training Profiling areas where sales skills and behaviors can be enhanced
> Identifying Sales Leadership Potential Facilitating succession planning and identifying future leaders
Benefits> Strong Prediction of Sales Performance - provided by
high validity measurement> Selection of Better Sales People - based on motives
and talents> Improved Retention - based on focused hiring and
better fit against job requirements> Focused Sales Development - capitalizing on
strengths and enhancing motive–talent combinations> Targeted Sales Training - on areas of lower skill and/or
confidence> Early Identification of Potential Sales Leaders - who
can drive performance and build the talent pipeline
© Saville Consulting. All rights reserved.
26
Powered by Entrecode®Assessing Entrepreneurial Potential
Comparison Group: Professionals & Managers (INT, IA, 2009)© 2005-2009 Saville Consulting. All rights reserved.
Saville Consulting WaveEntrepreneurial Potential Report
27
Report The Wave Entrepreneurial Potential Report is powered by Entrecode®, a model of how successful entrepreneurs create and lead high value businesses, often starting with virtually nothing.
AdministrationSecure online administration via Saville Consulting’s assessment platform (Oasys) or via the Saville Consulting Bureau Service.
Completion time: > 40 minutes - Wave Professional Styles> 13 minutes - Wave Focus Styles
Requires a Saville Consulting Wave accredited user to interpret and feed back report data.
Entrepreneurial Potential ProfileGetting in the Zone
Achievement Driveacts with moderate determination andpurpose to achieve results
Compelling Visioncreates a strong, compelling vision ofwhat they would like the future to looklike
Energymay be less interested than others inputting energy into making thingshappen
Action Orientedmay not feel particularly comfortabletaking the initiative and may have somedifficulty in taking action quickly
Seeing Possibilities
Big Picturefocused on the big picture and likely to beless interested in low-level issues
Options Thinkingexplores a wide variety of options andalternatives, is rarely stuck for an answer
Savvyrelies on own intuition and experience tomake judgments
Entrepreneurial Potential ProfileStaying in the Zone
Focusmay be easily distracted and lose sight ofthe key priorities
Positive Mindsetmay show a tendency to dwell on thenegative side of things, becomingdisheartened in the face of challenges
Self-determiningreasonably comfortable making decisionswhich will shape own destiny
Persistencereasonably persistent in seeing thingsthrough to the end, recovering fromsetbacks as quickly as most people
Applications The Wave Entrepreneurial Potential Report is designed for use in:> Recruitment
Identifying potential entrepreneurs> Venture Capital and New Business Incubators
To help start and build high-growth businesses> Coaching Entrepreneurs
Understanding how entrepreneurs learn best and maximizing their development opportunities
> Driving Corporate Entrepreneurship and Innovation Harnessing the talent of individuals with entrepreneurial ability
Benefits> Research Driven - based on the Entrecode® model
developed over 15 years by Professor David Hall and his associates (www.entrecode.com)
> Predict Entrepreneurial Potential - across six core areas and 21 entrepreneurial competencies
> Build Effective Innovation Teams - to champion change initiatives
> Spot Opportunities for New Markets - using entrepreneurial thinkers
> Revitalize Organizations - by identifying the 10% of corporate managers who have the entrepreneurial talent to lead business transformation
> Liberate your Innovators - by creating the achievement culture that allows them to flourish
© Saville Consulting. All rights reserved.
A major finding of the research was that successful innovators, change agents and business developers have the same profile as successful entrepreneurs.
Professor David Hall, Entrecode
28
360 Feedback on Performance Delivered in the Most Powerful Way
Saville Consulting WavePerformance 360
29
Report The 360 Report summarizes responses from different raters to the 39-45 questions across a seven-point effectiveness scale. There are four rater categories: Boss, Peer, Report and Self.
AdministrationSecure online administration via Saville Consulting’s assessment platform, Oasys, or via the Saville Consulting Bureau Service.
Completion time: > 10 minutes - Wave Performance 360
Requires a Saville Consulting Wave 360 accredited user to interpret and feedback report data.
Rater Comments
Sample Candidate needs to keep doing well at...
Boss 1: Driving his team to be positive and achieve results, creating a sense ofpurpose and motivation - bringing in five big projects
Self 1: Delivering results and growing the revenues
Peer 1: Seeking out sales opportunities. Building and developing the team.Focusing on revenues
Peer 2: delivering his results - spotting and chasing down big leads - beingpositive and encouraging people
Report 1: motivating his team - getting results - winning big projects - being good fun
Sample Candidate needs to do less of...
Boss 1: Missing key facts or details - keeping client info up to date and keepingconsultants in the business up to date with what he and his team aredoing in their accounts
Self 1: Getting distracted by irrelevant detail
Peer 1: Being political and manipulating colleagues. Self interest oftenoutweighs the team/group goal, this is not constructive in a teamenvironment. Can be over competitive.
Peer 2: Involving experts too late in the process to allow them to input into thedesign, making unrealistic demands on internal resources withoutchecking their availability, losing his cool when challenged or criticised
Sample Candidate needs to improve at...
Boss 1: Bit more checking of facts and communication across the business wouldhelp and learning to bring in expertise a little earlier on some bigprojects rather than scope them himself
Self 1: Winning bigger customers and cross selling within these
Peer 1: Understanding other people's position and being prepared to be flexiblewith people and resources. Developing longer term strategies in additionto focusing on the quarterly revenues
Applications The Wave Performance 360 is designed for use in:> Personal Development
Helps an individual to reflect on their performance as seen by others. Used in conjunction with Wave questionnaires, individuals can reflect on any gaps between their potential and their actual performance as a useful basis for development
> Coaching Provides a platform for targeted development
> Leadership Development Highlights areas of strength and limitation against organizational leadership competencies
> Delivering Insightful Feedback Highlights the similarities and differences between the perceptions of self and others
Benefits> Quick Completion - the 10-minute completion time
ensures a fast turnaround and minimal organizational disruption on larger projects
> High Validity - the 360 is built to provide structured feedback on the behaviors which are most predictive of performance and potential in the workplace
> Benchmarking - dual reporting records actual ratings and a comparison against external data
> Qualitative and Quantitative Feedback - open questions add richness and provide examples to complement numerical ratings
> Configurable - the Wave model can be mapped to organizational competency frameworks
© Saville Consulting. All rights reserved.
Ratings are shown across 36 dimensions and summary data is presented across the 12 Wave sections. Narrative responses to three open questions are also shown.
Ineffective Effective
Performing at Work
Extr
emel
y
Ver
y
Fairl
y
Uns
ure
Fairl
y
Ver
y
Extr
emel
y
Glo
bal
Applying Specialist ExpertiseUtilizing Expert Knowledge; Applying SpecialistSkills; Sharing Expertize
1
7
4
4
Accomplishing ObjectivesAchieving Personal Targets; Contributing to TeamObjectives; Furthering Organizational Goals
7
10
5
8
Demonstrating PotentialSeeking Career Progression; DemonstratingCapabilities Required for High Level Roles;Showing Potential for Promotion
5
9
3
5
Boss Self Peer Report
Ineffective Effective
Extr
emel
y
Ver
y
Fairl
y
Uns
ure
Fairl
y
Ver
y
Extr
emel
y
Ada
ptin
g A
ppro
ache
s
Showing ResilienceConveying Self-Confidence (8); ShowingComposure (2); Resolving Conflict (3)
4
Adjusting to ChangeThinking Positively (6); Embracing Change (5);Inviting Feedback (2)
4
Giving SupportUnderstanding People (3); Team Working (2);Valuing Individuals (3)
3
Del
iver
ing
Res
ults
Processing DetailsMeeting Timescales (4); Checking Things (2);Following Procedures (1)
1
Structuring TasksManaging Tasks (4); Upholding Standards (1);Producing Output (4)
2
Driving SuccessTaking Action (7); Seizing Opportunities (10);Pursuing Goals (8)
9
30
Profiling the Key Drivers for Success
Comparison Group: Mixed Occupations (2007)© 2009 Saville Consulting. All rights reserved.
Saville Consulting WaveJob Profiler
31
Report Raters use a seven-point importance scale ranging from ‘Not important’ to ‘Critical’ across the Wave behavior, ability and global measures.
AdministrationOnline administration via Saville Consulting’s assessment platform, Oasys, or via our Bureau Service. Completion time:
> Takes approximately 10 minutes per participant
Requires an accredited Wave trained user to oversee the use of the Job Profiler in an organization. Complementary webinar briefings are available and recommended.
Applications The Multi-Rater Job Profiler is designed for use in:> Profiling New and Existing Roles
Highlights the key requirements for success in a role> Gathering Different Perspectives
Up to 50 different rater views can be collated on any given job role
> Development Focuses personal development on the most important aspects of a job
> Building Competency or Leadership Frameworks Uses research to ensure that organizational competencies include the behaviors and indicators which drive performance
Benefits> Quick and Easy to Use - online completion takes 10
minutes> Improve Role and Person Specifications - clearly
highlights differing views and promotes discussion and clarification around these
> Benchmarking - dual reporting combines importance measures with a comparison against an external group
> Efficient - data can be gathered across sites, departments and geographies simultaneously, saving travel time and costs
> Provides Comprehensive Data - including behavior, ability and global measures
> Open Text Questions - are used to clarify job purpose and specific requirements
> Inform Recruiters - on selection criteria and key areas to focus on during interviews
> Valid Competencies - the Wave model focuses on behaviors which drive performance and potential in the workplace
© Saville Consulting. All rights reserved.
The report shows each stakeholder’s rating across the measures. A summarized response is then shown for the total rater group. Responses to two open-ended questions conclude the report.
IMPORTANT IMPORTANT
SUMMARY Not
Mar
gina
lly
Fairl
y
Impo
rtan
t
Ver
y
Extr
emel
y
Crit
ical
ly
SOLV
ING
PR
OB
LEM
S
Evaluating ProblemsExamining Information (7); Documenting Facts(8); Interpreting Data (8)
8
Investigating IssuesDeveloping Expertise (5); Adopting PracticalApproaches (4); Providing Insights (6)
5
Creating InnovationGenerating Ideas (5); Exploring Possibilities (5);Developing Strategies (8)
6
INFL
UEN
CIN
G P
EOP
LE
Building RelationshipsInteracting with People (9); Establishing Rapport(9); Impressing People (7)
9
Communicating InformationConvincing People (9); Articulating Information(9); Challenging Ideas (9)
10
Providing LeadershipMaking Decisions (8); Directing People (8);Empowering Individuals (9)
9
Comments
What key words best describe the purpose of the job?
Boss 1: Developing a team, achieving success through others. Managing andmotivating a growing team. Building partnerships with accounts andensuring that we are linked to their strategies. High level businessdevelopment with major accounts.
Job Holder 1: Winning business. Opening new accounts. Generating profits. Drivingthe team to success.
Stakeholder 1: Driving business wins. Generating new accounts. Recruiting andmanaging good sales people. Supporting and motivating colleagues.
Comments
Please provide any additional information, including any special aspects orrequirements of the job:
Boss 1: Motivational skills are key as is a range of performance managementtechniques and experience.
Job Holder 1: Good product knowledge. Negotiating skills are important.
Stakeholder 1: Experience in the HR sector is helpful.
Report 1: No comments were made
Report 2: Negotiation skills, Management skills,
IMPORTANT IMPORTANT
REASONING AT WORK Not
Mar
gina
lly
Fairl
y
Impo
rtan
t
Ver
y
Extr
emel
y
Crit
ical
ly
WO
RK
ING
WIT
H IN
FOR
MA
TIO
N
Working with WordsUnderstanding Word Meaning; ComprehendingText; Making Verbal Inferences; EvaluatingWritten Materials; Comparing Arguments
8
6
7
6
Working with NumbersUnderstanding Tables; Comprehending Graphs;Making Numerical Inferences; EvaluatingQuantities; Comparing Data
9
9
9
8
Working with DetailsChecking Letters and Text; Checking Numbers andTables; Checking Codes and Symbols; IdentifyingMistakes; Classifying Information
7
5
7
7
What Our Clients Say
32
"Saville Consulting have provided HMRC with a 360 intervention tailored to meet its 'Leadership Behaviors' competency framework. This powerful yet simple tool has supported our line managers in the delivery of meaningful, tangible and development-focused feedback."
HM Revenue & Customs
"Wave is a comprehensive assessment tool. It allows you to assess talent and motivation at the same time so not only gives an indication of what a person might be able to do, but also what their future potential might be. The result is something that is flexible, powerful and incisive."
Penna Plc
"We use Wave in our talent activities and development of senior management teams. We can highly recommend the tools."
Novo Nordisk
"Our company values are integral to our business - we want people to join us who demonstrate these on a day-to-day basis. The ability to accurately measure the prevalence of these behaviors in candidates has been really insightful."
British Sugar
"Wave is transforming our recruitment and development. We use it internationally to get a clear and accurate picture as to who is the best fit for the job and e2v. A measure of Wave’s success and credibility is that it’s the line manager that asks: 'What does the Wave profile say?' As a result, we can see the quality of our management hires improving."
e2v
33
A Selection of Our Clients
© Saville Consulting. All rights reserved.
34
Working across 80 countries in 35 languages
Argentina Australia Austria Bahrain Belgium Botswana Brazil Bulgaria Canada Caribbean Chile China Colombia Czech Republic Denmark France Germany Greece Honduras Hong Kong Hungary India Indonesia Ireland Italy Japan
Mexico Netherlands New Zealand Panama Poland Portugal Romania Russia Saudi Arabia Singapore Slovakia South Africa South Korea Spain Sweden
Switzerland Turkey UK Ukraine United Arab Emirates Uruguay USA Venezuela
Saville Consulting Group LtdSuite 234 Wharf StreetSt HelierJerseyJE2 3NRBritish Channel Islands
Tel: +44 (0)1534 726820
Saville Consulting UK LtdClaygate HouseLittleworth RoadEsherSurreyKT10 9FDUnited Kingdom
Tel: +44 (0)20 8619 9000
www.savilleconsulting.com©2015 Saville Consulting a Towers Watson Company. All rights reserved.
Saville Consulting Wave®
Styles Questionnaires and ReportsSaville Consulting Wave®
Styles Questionnaires and Reports