Saville Consulting Wave速
CONTENTS
Page no
Saville Consulting Wave速 Questionnaires
2
Which Wave Reports are Powered by which Wave Questionnaires?
4
Wave Reports and Application Guidelines
5
Expert Report
6
Personal Report
8
Line Manager Report
9
Interview Guide
10
Development Reports
12
Types Report
14
Team Roles Report
16
Leadership Report
18 20
Sales Report
22
Entrepreneurial Potential Report
24
Performance 360
26 28
1
The most powerful personality questionnaire for predicting performance and potential
Online styles assessment available in 13 and 40 minute formats
• • • •
The most valid indicator The only psychometric tool to identify work motives and talents Multiple language availability encouraging standardized international assessment User and administrator friendly reporting
and development areas....................... 2
Interview Guide
Objective and competency based interviewing for line managers, probing areas of concern and verifying strengths in an easy to use format. Powered by Wave Focus Styles, Wave Professional Styles and Work Strengths
Development Report
Distinguishes approaches to tasks and people to enhance organizational and team dynamics. Powered by Wave Focus Styles and Wave Professional Styles Types Report
Illustrates existing capability and areas of overplayed strengths providing development tips to achieve full potential. Powered by Wave Focus Styles and Wave Professional Styles
preferred team roles to contribute team. Powered by Wave Focus Styles and Wave Professional Styles Team Roles
Recognizes negative and positive elements of work styles encouraging developmental selfawareness to achieve optimum performance. Powered by Wave Professional Styles
talent selection and development in line with situational Powered by Wave Professional Styles Leadership Report
Builds high quality sales teams by identifying individuals with the potential and talent to succeed in sales roles. Powered by Wave Professional Styles Sales Report
Entrepreneurial 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
360 feedback on performance delivered in the most powerful way. Powered by Wave Performance 360
Performance 360
Š2012 Saville Consulting Group. All rights reserved.
3
Which Wave Reports are Powered by which Wave Questionnaires?
Questionnaires Report
Professional Styles
Focus Styles
Performance 360
Typical Completion Time
40 minutes
13 minutes
10 minutes
Expert Personal Line Manager* Interview Guide* Summary Development Premium Development Types Team Roles Leadership
Sales Entrepreneurial Potential Performance 360
10 minutes
* These reports are also available from Work Strengths, a 20 minute behavioral screening
4
Š2012 Saville Consulting Group. All rights reserved.
Selection
Individual Leadership Team Organizational Business SelfCareer Coaching Development Assessment Development Talent Audit Growth awareness Planning
* Wave Reports that can only be used by an accredited Wave trained user. ** Wave Reports that can be used by line managers, individuals and/or coaches under the supervision of an accredited Wave trained user. reports are more applicable than those highlighted.
Performance 360*
Entrepreneurial Potential*
Sales*
Leadership*
Team Roles**
Types**
Premium Development**
Summary Development**
Interview Guide**
Line Manager**
Personal**
Expert*
Reports
Application Guidelines
Wave Reports and Application Guidelines
5
Saville Consulting Wave速 Expert Reports The Expert Reports are multi-purpose reports which provide insightful data for Wave accredited users to use in both selection and development assessments.
Applications
The Wave Model
The Saville Consulting Expert Reports are designed for use in:
The Wave model is a hierarchical model built around 4 clusters, 12 sections, 36 dimensions and 108 facets.
> 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
> 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
Evaluative THOUGHT
Imaginative 4 Clusters
36 Dimensions
6
Assertive Resilient ADAPTABILITY
Flexible Supportive
DELIVERY
Structured Driven
Candidate Experience The Saville Consulting Wave Questionnaires use a new dynamic response format that combines a free choice rating response with a forced choice ranking response (our new rate-rank or ra-ra format).
>
> >
Impactful
Conscientious
Ratings Acquiescence
>
INFLUENCE
108 Facets
Response Summary
>
Sociable
12 Sections
> 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
Investigative
1 Overall, fairly critical in self-ratings
Consistency of Rankings Consistent in rank ordering of characteristics
Normative-Ipsative Agreement Overall, the degree of alignment between normative and ipsative scores is typical of most people
Motive-Talent Agreement Overall, the degree of alignment between Motive and Talent scores is slightly less than for most people
2
3
4
5
6
7
8
9
10
Deep Dives
Professional Styles Report
dives which sit beneath overall scores.
The Wave Professional Styles Expert Report is a comprehensive 12 page report consisting of:
> Facet Ranges - highlight where an individual has a more unusual spread or range of scores across three facets 3
4
5
6
7
8
9
10
copes well with people who are upset (7); handles angry people reasonably well (6); feels less need than most people to resolve disagreements (2)
Competency Potential Profile
> 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
Engaging
2
3
4
5
6
7
8
9
10
Sten 3
establishes rapport reasonably quickly (5); puts relatively little emphasis on making a good first impression (3); unlikely to seek new friends actively (3)
individual has rated and ranked themselves on a Wave dimension (Professional Styles) or section (Focus Styles). This can indicate under/over selfevaluation. 1
Convincing
2
3
4
5
6
7
8
9
Competency Description
Influencing People
> Normative-Ipsative Splits - highlight where
This report gives Sample Candidate areas of greater and lesser predicted potential based on our extensive international database linking Saville Consulting Wave to work performance.
Solving Problems
2
Sten 5
10
Sten 3
less persuasive than most people (1); makes own point strongly (7); has very little focus on negotiating the best deal (2)
Adapting Approaches
1
Resolving
> > Response Summary > > > > Predicted Culture/Environment Fit
The Wave Focus Styles Expert Report is a seven page report consisting of: > Response Summary
> > > Predicted Culture/Environment Fit
Predicted Culture/Environment Fit Performance Enhancers where there is an emphasis on comprehensively researching and recording the facts and communicating them clearly in writing where creativity and innovation are encouraged and radical ideas and solutions welcomed where there is constantly a lot on the go, people are engaged in multiple tasks and efficient use of time is important
Performance Inhibitors where little value is attached to exploring all the facts and communicating them well in writing where conventional attitudes prevail, traditional approaches are preferred and people are discouraged from generating new ideas where the pace of work is leisurely, there is little multi-tasking and time is not used efficiently
©2012 Saville Consulting Group. All rights reserved.
Delivering Results
Focus Styles Report
Potential
Evaluating Problems
Fairly High
Examining Information (7); Documenting Facts (9); Interpreting Data (4)
higher potential than about 75% of the comparison group
Investigating Issues
Fairly High
Developing Expertise (7); Adopting Practical Approaches (6); Providing Insights (6)
higher potential than about 75% of the comparison group
Creating Innovation
Fairly High
Generating Ideas (9); Exploring Possibilities (8); Developing Strategies (4)
higher potential than about 75% of the comparison group
Building Relationships
Fairly Low
Interacting with People (4); Establishing Rapport (5); Impressing People (3)
higher potential than about 25% of the comparison group
Communicating Information
Average
Convincing People (4); Articulating Information (5); Challenging Ideas (7)
higher potential than about 40% of the comparison group
Providing Leadership
Fairly Low
Making Decisions (6); Directing People (2); Empowering Individuals (5)
higher potential than about 25% of the comparison group
Showing Resilience
Fairly Low
Conveying Self-Confidence (2); Showing Composure (8); Resolving Conflict (4)
higher potential than about 25% of the comparison group
Adjusting to Change
Average
Thinking Positively (5); Embracing Change (7); Inviting Feedback (3)
higher potential than about 40% of the comparison group
Giving Support
Very Low
Understanding People (5); Team Working (2); Valuing Individuals (1)
higher potential than about 5% of the comparison group
Processing Details
Average
Meeting Timescales (7); Checking Things (7); Following Procedures (3)
higher potential than about 40% of the comparison group
Structuring Tasks
Average
Managing Tasks (5); Upholding Standards (4); Producing Output (8)
higher potential than about 60% of the comparison group
Driving Success
Average
Taking Action (6); Seizing Opportunities (5); Pursuing Goals (5)
higher potential than about 40% of the comparison group
Administration Secure 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.
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Saville Consulting Wave Personal Reports 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.
Applications
Reports
> Candidate Feedback
The Wave Professional Styles Personal Report
Following selection events, it is best practice and good PR to provide feedback. This report can be
36 Wave dimensions and narrative descriptions of
> 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
The Wave Focus Styles Personal Report presents sections and narrative descriptions of the 36 Wave
Focus Styles - Personal Report 1
2
3
4
5
6
7
8
9
10
Evaluative - has very little interest in analyzing
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
> Graphical and Text Based Information - ensures
Reliable conscientious about meeting deadlines; as punctual as most people; is sometimes prepared to leave tasks unfinished
Meticulous reasonably attentive to detail; reasonably thorough; ensures a reasonably high level of quality
Conforming is much less inclined to follow rules; strongly dislikes following procedures; is prepared to take risks in decision making
8
3
4
5
6
rapport; often is the centre of attention
Impactful - very persuasive; very comfortable giving presentations; open in voicing disagreement
image description
Administration
Delivery 2
Sociable - very lively; takes a little time to establish
decisions; less oriented towards the leadership role; has little interest in finding ways to motivate others
Professional Styles - Personal Report 1
focused on developing concepts; shows limited interest in developing strategies
Assertive - prepared to take responsibility for big
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
Conscientious
Investigative - has little interest in learning about new things; dislikes having to learn things quickly; has very little focus on constantly improving things Imaginative - generates few ideas; very rarely
Influence
> Detailed Feedback - across the Wave model on
Thought
information; unlikely to enjoy communicating in writing; enjoys working with numerical data as much as most people
7
8
9
10
Secure 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.
Saville Consulting Wave Line Manager Report The Line Manager Report is designed for use by managers and recruiters in either selection or development.
Applications
Report
> Selection Screening
The Line Manager Report is based on two pages from
> > > >
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 On-boarding Data on strengths and development areas can be used as a platform for quick and successful induction
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. Predicted Culture/Environment Fit Performance Enhancers where there is an emphasis on comprehensively researching and recording the facts and communicating them clearly in writing where creativity and innovation are encouraged and radical ideas and solutions welcomed where there is constantly a lot on the go, people are engaged in multiple tasks and efficient 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 and reliability is clearly valued
> 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
Performance Inhibitors where little value is attached to exploring all the facts and communicating them well in writing where conventional attitudes prevail, traditional approaches are preferred and people are discouraged from generating new ideas where the pace of work is leisurely, there is little multi-tasking and time is not used efficiently where there is little interest in the application of theoretical ideas and models and people 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 left unfinished
Competency Potential Profile
Influencing People
Solving Problems
Competency Description
Potential
Evaluating Problems
Fairly High
Examining Information (7); Documenting Facts (9); Interpreting Data (4)
higher potential than about 75% of the comparison group
Investigating Issues
Fairly High
Developing Expertize (7); Adopting Practical Approaches (6); Providing Insights (6)
higher potential than about 75% of the comparison group
Creating Innovation
Fairly High
Generating Ideas (9); Exploring Possibilities (8); Developing Strategies (4)
higher potential than about 75% of the comparison group
Building Relationships
Fairly Low
Interacting with People (4); Establishing Rapport (5); Impressing People (3)
higher potential than about 25% of the comparison group
Communicating Information
Average
Convincing People (4); Articulating Information (5); Challenging Ideas (7)
higher potential than about 40% of the comparison group
Providing Leadership
Fairly Low
Making Decisions (6); Directing People (2); Empowering Individuals (5)
higher potential than about 25% of the comparison group
Š2012 Saville Consulting Group. All rights reserved.
Administration Secure 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.
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Saville Consulting Wave Interview Guide Structured Interviewing Powered by Psychometric Data
10
Applications
Report
The Saville Consulting Wave Interview Guide enables recruiters to use the power of Wave online assessments to inform and structure the content of selection interviews. It is designed for use in:
A one page summary displays candidates’ scores across 12 key competencies. Questions and followup 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.
> Devolved Recruitment
> > >
>
Enables non-HR interviewers to access the outputs of personality questionnaires and structure their interviews accordingly Line Manager Interviews Provides a structured and consistent approach to interviewing Panel Interviews Provides a set of structured and probing questions for panel members to divide amongst 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 as a platform for quick and successful induction
> Saves Interview Preparation Time - line managers > > > > >
and recruiters are provided with 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
©2012 Saville Consulting Group. All rights reserved.
An accompanying User Guide provides quick score sheets for each competency and advice on best interview practice. -VE
PROVIDING LEADERSHIP 1
2
3
4 x
Avoids making decisions
Makes decisions
x
Let’s others take the lead
Directs people well
x
Fails to motivate or empower others
+VE
5
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.
Administration Secure 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,
11
Saville Consulting Wave Development Reports Bridging the Gap Between Diagnosis and Action Planning
Applications
Reports
The Summary and Premium Wave Development Reports are designed for use in:
The Summary and Premium Development Reports list practical tips and actions across the Wave behavioral framework. This covers behavioral dimensions
> Self-Directed Improvement
Draws on a range of over 1200 practical development actions to prompt focused and tangible action planning > Targeted Coaching strengths and limitations > Management Development Helps to focus development on behaviors which are key to the individual > Assessment/Development Centre 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
> > > > >
Building Strengths Generating Ideas
Very High
Producing Ideas; Inventing Approaches; Adopting Radical Solutions
performed better than 95% of comparison 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 people to 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 be revived.
•
Get involved in the early stages of projects. This is where suggestions will be welcomed.
•
Investigate techniques to improve creativity.
•
Put together a creative group of experts from different areas to solve intractable problems.
•
Present a range of ideas, offering varying degrees of change from where things are now.
©2012 Saville Consulting Group. All rights reserved.
Development tips are shown in four areas: > Building Strengths > Possible Overplayed Strengths - “Watch Fors” > Development Tips > Managing Limitations Development Tips Convincing People
Fairly Low
Persuading Others; Shaping Opinions; Negotiating
performed better than only 25% of comparison group
•
Review argument(s) and ensure to cover the key benefits and don't get lost in the features of a product or service.
•
Think through what the most important decision making factors are for the person being 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.
•
Practise 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 practise in a safe environment.
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.
Administration Secure 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.
13
Saville Consulting Wave Types Report ™
People Type
Influencer Influencers excel at communicating their message. They enjoy using power and singlemindedly pursue their goals. As the results are reasonably well differentiated, Sample Candidate is likely to typically adopt this type, but may sometimes adopt other types.
Task Type
Sample Candid-
Thinker Thinkers get straight to the core of a problem to find solutions. They may pursue ideas at the 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.
Report for Sample Candidate Page 4
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Comparison Group: Professionals & Managers (UK, IA, 2009) Š 2011 Saville Consulting. All rights reserved.
Applications
Report
The Wave Types Report is designed for use in:
The Wave Types Report is based on the four higher level clusters of the Wave Performance Cluster
> Team Development
produce the People Type while Thought and Delivery combine to produce the Task Type.
within a team > Individual Development and task types
>
Highlighting areas where individuals may have
The combined People and Task Type is described, along with the implications of the type in a range of situations and interactions. Influencer-Transactor
> Leadership Development
Maximizing awareness of leadership style and potential
> High Validity - the types are performance driven
> > > >
Leadership Style • •
Benefits >
Influencer-Transactors combine a focus on delivering results with powerful social influence. They enjoy analysing issues and their style tends towards the directive.
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 of people and task types Change Management - informs on the best methods for driving change Culture Fit Saville Consulting Wave® Types Model
•
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 singleminded 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. They come 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 plans and directing the implementation of these plans. Their enthusiastic thinking should find flaws in proposals and they are often influential stakeholders as they can sway others' views. Their tolerance and patience is limited when things do not go to plan. Cultural Synergies & Maximising 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.
People Types Adaptor
Transformer
Adaptors are supportive, resilient and flexible in response to change. They are quiet and accommodating.
Transformers combine interpersonal sensitivity with powerful social networks and definite leadership impact.
Individualist
Influencer
Individualists are task rather than people-focused. They prefer environments where their specialist expertise is valued.
Influencers excel at communicating their message. They enjoy using power and single-mindedly pursue their goals.
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.
Administration
Task Types Thinker
Transactor
Thinkers get straight to the core of a problem to find solutions. They may pursue ideas at the expense of accomplishing results.
Transactors combine thoughtful analysis with the driven pursuit of goals. They enjoy challenges and can be relied upon to deliver results.
Preserver
Doer
Preservers adopt conventional approaches to their work and prefer a steady work pace.
Doers approach their work with dynamism and conscientiousness. They prefer action over intellectualised debate.
Secure 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.
©2012 Saville Consulting Group. All rights reserved.
15
Team Roles
Saville Consulting Wave Team Roles Report
16
Team Roles
Applications The Wave Team Roles Report is designed for use in: > Team Building >
> > > >
Maximizing the dynamics within existing teams Team Feedback Providing clear feedback on the role preferences in the team and ensuring that gaps, overlaps and interactions are dealt with Enhancing Team Performance Building a performance driven culture and playing to the strengths of the group Problem Solving - Within and Across Teams Identifying blockages and barriers to success and providing a platform for action planning Recruitment Creating powerful new teams Managing Change Working with teams, preparing them to initiate, embrace and drive change from within
Benefits > Improved Team Performance - based on valid
prediction of team roles using the Wave behavioral
performance > Balanced Teams - able to deliver all the key
Report 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. Your Contrasting Team Roles Your team roles can be better understood when the contrasts between your two preferred (primary and secondary) and two least preferred team roles are considered. These contrasts and their associated behaviours are presented below, along with advice that 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 issues than 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 a full understanding of all the relevant facts. Discuss information with more analytical team members, as this may help develop a clearer understanding of the important issues. Secondary role
Less preferred role
Innovator
Finisher
People with this role contrast often produce ideas that are highly original, but they may find it more difficult to simplify the ideas and make them workable. Discuss the practicalities of implementing the ideas with others, such as the time, effort and cost required. Secondary role
Less preferred role
Innovator
Analyst
People with this role contrast typically generate highly original ideas which may benefit from being more fully thought through. Discuss ideas with more evaluative team members before implementation. This may help to make the ideas more practical and effective.
> Performance Culture - teams developed to
be supportive of colleagues and drive high achievement > Platform for Change - teams built and/or developed to make change happen within an organization - conversations and actions > are concentrated on the behaviors contributing to > Behavioral Change - insightful feedback and awareness of the impact of contrasting team roles, provides a basis for clear action planning > Quick and Easy Online Access - 13 minute completion time via Wave Focus Styles
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.
Administration Secure 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.
©2012 Saville Consulting Group. All rights reserved.
17
Saville Consulting Wave Leadership Report Leadership Styles and Situational Fit Contexts
Report for Sample Candidate
18
Comparison Group: Professionals & Managers (UK, IA, 2009) Š 2011 Saville Consulting. All rights reserved.
Applications
Report
The Wave Leadership Report is designed for use in: > Selecting Leaders
The report measures the general characteristics which and situations which a given leader is particularly suited to. Leader Base Profile This profile provides a summary of the likely potential of Sample Candidate in six key aspects underpinning overall leadership effectiveness. Logical Task
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
Leads using analytical and reasoning capability
Expert Actively investigates and solves problems using specialist expertise
across a range of situations
People
Adaptable Understands and adapts to the needs of others
Dominant Assertively interacts with people in order to achieve desired results
>
Entrepreneurial Growth
Benefits
Strives for commercial success by seizing opportunities and outperforming competitors
Revolutionary Focuses on imaginative solutions and generates a long-term vision
Organizations - 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
preferences across 24 leadership styles and these styles are linked to the leadership environments where the individual is likely to be most and least suited.
> Matching of Leaders to Situations - across the
Administration
>
Secure online administration via Saville Consulting’s assessment platform Oasys or via the Saville Consulting Bureau Team.
People, Task and Organizational Growth arena > Review of Motives and Talents - across the comprehensive Wave Leadership Styles model
Leadership Styles - which informs and targets
Completion time: > 40 minutes - Wave Professional Styles
Predicted Situational Leadership Effectiveness This profile indicates the situations where Sample Candidate is likely to be an effective leader. The profile shows the top six followed by the bottom six situations. 10
Likely to be extremely well suited to leadership where the long-term vision of an organization needs to be developed
10
Likely to be extremely well suited to leadership where a positive attitude helps to promote goals and achieve success
9
Likely to be very well suited to leadership where it is important for people to innovate and challenge the ideas of others
9
Likely to be very well suited to leadership where purposeful interaction with others is required to achieve a goal
9
Likely to be very well suited to leadership where persuasion is required in order to overcome resistance to ideas or plans
9
Likely to be very well suited to leadership where people require inspiration to help them define and achieve goals
Š2012 Saville Consulting Group. All rights reserved.
Requires a Saville Consulting Wave accredited user to interpret and feedback report data.
19
Saville Consulting Wave
Report for Sample Candidate
20
Applications
Report
> Coaching
of work styles across the people, task and growth
Reviews key strengths and limitations as a basis for action planning > Personal Development any strong behavioral tendencies they may possess > Leadership Development Builds enhanced leadership capability through enhanced self-awareness Delivering Challenging Feedback > Highlights strengths, limitations and details
Task Immersed
Socially Immersed
Likely to be able to maintain their focus on tasks despite distractions
Likely to help build positive relationship between people
May spend too little time developing and maintaining workplace relationships
May spend too little time on important workplace tasks Interactive (8) 9
10
Engaging (8) Self-promoting (10)
More SociallyImmersed
More Task-Immersed
Organised (1)
counterproductive behaviors
Dynamic (3)
Benefits > Transparency - the user can gain insight into how
>
> > >
10
9
8
7
6
5
4
Practically Minded (5)
the main score is achieved and appreciate what might underpin their tendency towards a particular work style High Validity 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 - 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 in difficult situations
Likely to be sensitive to difficulties experienced by others
May be perceived as lacking concern and appear unmoved under pressure
May often react inappropriately under pressure
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.
Administration Secure 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.
Receptive (7) 6
7
8
9
10
Attentive (5) Accepting (5)
More Tough Minded
More Sensitive
Self-assured (7) Composed (5)
10
9
8
7
6
Positive (6)
Š2012 Saville Consulting Group. All rights reserved.
21
Saville Consulting Wave Sales Report
22
Applications
Report
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
The Wave Sales Report measures a person’s potential to perform in a sales role.
>
- who can drive performance and build the talent pipeline Sales Potential Indicators
The following report summarises Sample Candidate's greater or lesser potential against key performance indicators which underpin effectiveness across different sales roles. Indicator
Potential
High Customer Contact Rate
Average
Initiating Contact; Following Up Leads; Maintaining Existing Relationships
higher potential than about 60% of the comparison group
Developing New Business
Extremely High
Developing Leads; Negotiating Deals; Using Creative Strategies
higher potential than about 99% of the comparison group
Managing Existing Business
Extremely Low
Managing Accounts; Maintaining Service Levels; Upselling to Existing Customers
higher potential than about 1% of the comparison group
Sales Leadership
Average
Making Decisions; Giving Direction; Motivating Sales People
higher potential than about 60% of the comparison group
©2012 Saville Consulting Group. All rights reserved.
Potential Fairly Low
Understanding Customer Needs (7); Analysing Information (2)
higher potential than about 25% of the comparison group
Developing Solutions
High
Applying Expertise (6); Being Creative (10)
higher potential than about 90% of the comparison group
Developing Leads
Extremely High
Developing Rapport (9); Building Relationships (10)
higher potential than about 99% of the comparison group
Closing Deals
Extremely High
Presenting Information (10); Changing Views (9); Challenging Objections (7)
higher potential than about 99% of the comparison group
Staying Positive
Fairly Low
Handling Pressure (5); Being Resilient (3); Maintaining Self-Belief (7)
higher potential than about 25% of the comparison group
Working Collaboratively
Fairly Low
Supporting People (6); Working Co-operatively (2)
higher potential than about 25% of the comparison group
Being Disciplined
Extremely Low
Being Organised (1); Maintaining Standards (2)
higher potential than about 1% of the comparison group
Results Focused
Average
Taking Action (2); Pursuing Targets (8)
higher potential than about 60% of the comparison group
Solving Problems
Identifying Needs
Influencing People
> Focused Sales Development - capitalizing on strengths and enhancing motive–talent combinations > Targeted Sales Training - on areas of lower skill
Area
Adapting Approaches
> 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
Sales Profile This report gives Sample Candidate's areas of greater and lesser predicted potential based on our extensive international database linking Saville Consulting Wave to work performance.
Delivering Results
be enhanced > Identifying Sales Leadership Potential Facilitating succession planning and identifying future leaders
> Potential against the key characteristics for successful selling > > The potential for sales leadership
Administration Secure 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.
23
Saville Consulting Wave Entrepreneurial Potential Report
Powered by Entrecode ÂŽ Assessing Entrepreneurial Potential
Š 2011 Saville Consulting. All rights reserved.
24
Applications
Report
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
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.
> 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 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
Entrepreneurial Potential Profile Staying in the Zone Focus
Positive Mindset
Self-determining
Persistence
may be easily distracted and lose sight of the key priorities
Entrepreneurial Potential Profile Getting in the Zone acts with moderate determination and purpose to achieve results
Achievement Drive
Compelling Vision
creates a strong, compelling vision of what they would like the future to look like
Energy
may be less interested than others in putting energy into making things happen
Action Oriented
may not feel particularly comfortable taking the initiative and may have some difficulty in taking action quickly
Seeing Possibilities focused on the big picture and likely to be less interested in low-level issues
Big Picture
explores a wide variety of options and alternatives, is rarely stuck for an answer
Options Thinking
relies on own intuition and experience to make judgements
Savvy
Administration Secure 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.
may show a tendency to dwell on the negative side of things, becoming disheartened in the face of challenges
reasonably comfortable making decisions which will shape own destiny
reasonably persistent in seeing things through to the end, recovering from setbacks as quickly as most people
©2012 Saville Consulting Group. 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
25
Saville Consulting Wave Performance 360 360 Feedback on Performance Delivered in the Most Powerful Way
™
Report for Sample Candidate
Performance 360
Report for Sample Candidate
26
Comparison Group: Professionals & Managers (UK, IA, 2009) Š 2011 Saville Consulting. All rights reserved.
Applications
Report
The Wave Performance 360 is designed for use in: > Personal Development
raters to the 39-45 questions across a seven point including Boss, Peer, Report and Self.
Applying Specialist Expertise
Extremely
Very
Fairly
1
Utilising Expert Knowledge; Applying Specialist Skills; Sharing Expertise
Providing Leadership
Meeting Timescales (4); Checking Things (2); Following Procedures (1)
Extremely
Fairly
Fairly
Very
Unsure
8
Convincing People (9); Articulating Information (8); Challenging Ideas (7)
6
1
Structuring Tasks Managing Tasks (4); Upholding Standards (1); Producing Output (4)
Driving Success Taking Action (7); Seizing Opportunities (10); Pursuing Goals (8)
1
9
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. Rater Comments Sample Candidate needs to keep doing well at... Boss 1:
driving his team to be positive and achieve results, creating a sense of purpose and motivation - bringing in five big projects
Self 1:
Delivering results and growing the revenues
needs to do less of... Building and developing the team. Peer 1:Sample Candidate Seeking out sales opportunities. Focusing on revenues Boss 1: Missing key facts or details - keeping client info up to date and keeping consultants in the business and up to date with what and -his team are Peer 2: delivering his results - spotting chasing down big he leads being doing their accounts positive andin encouraging people ReportSelf 1: 1:
Effective Unsure
Fairly
Very
Extremely
Ineffective Performing at Work
Communicating Information
Making Decisions (6); Directing People (5); Empowering Individuals (6)
Delivering Results
> Quick Completion - the 10 minute completion time ensures a fast turn-around 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 the Wave model can be mapped to > organizational competency frameworks
8
Interacting with People (6); Establishing Rapport (6); Impressing People (9)
Processing Details
the perceptions of self and others
Effective
Building Relationships Influencing People
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
Extremely
Ineffective
Very
as seen by others. Used in conjunction with Wave
Peer 1:
Peer 2:
Getting by irrelevant motivating hisdistracted team - getting results -detail winning big projects - being good fun Being political and manipulating colleagues. Self interest often outweighs the team/group goal, this is not constructive in a team environment. Can be over competitive. involving experts too late in the process to allow them to input into the design, making unrealistic demands on internal resources without checking their availability, losing his cool when challenged or criticised
7 4
Administration
4
Global
Accomplishing Objectives
7
Achieving Personal Targets; Contributing to Team Objectives; Furthering Organisational Goals
10 5 8
Demonstrating Potential
5
Seeking Career Progression; Demonstrating Capabilities Required for High Level Roles; Showing Potential for Promotion
9 3 5
Boss
Self
Peer
Report
Š2012 Saville Consulting Group. All rights reserved.
Secure 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.
27
Saville Consulting Wave
Comparison Group: Professionals & Managers (UK, IA, 2009) Š 2011 Saville Consulting. All rights reserved.
28
Applications
Report
>
Raters use a seven point importance scale ranging from ‘Not important’ to ‘Critical’ across the Wave behavior, ability and global measures.
Evaluating Problems
Developing Expertise (5); Adopting Practical Approaches (4); Providing Insights (6)
Creating Innovation Generating Ideas (5); Exploring Possibilities (5); Developing Strategies (8)
Critically
8
Examining Information (7); Documenting Facts (8); Interpreting Data (8)
Investigating Issues
Extremely
IMPORTANT Important
Fairly
Not
SUMMARY
SOLVING PROBLEMS
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
Marginally
IMPORTANT
Very
Highlights the key requirements for success in a role
>
5
6
> Quick and Easy to Use - online completion takes 10 minutes clearly >
> Benchmarking - dual reporting combines importance measures with a comparison against an external group 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 > 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
8
Understanding Word Meaning; Comprehending Text; Making Verbal Inferences; Evaluating Written Materials; Comparing Arguments
6
Critically
Extremely
Very
Working with Words
WORKING WITH INFORMATION
9
Interacting with People (9); Establishing Rapport (9); Impressing People (7)
Communicating Information Convincing People (9); Articulating Information (9); Challenging Ideas (9)
10
Providing Leadership Making Decisions (8); Directing People (8); Empowering Individuals (9)
9
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 text questions conclude the report. Comments What key words best describe the purpose of the job? Boss 1:
Developing a team, achieving success through others. Managing and motivating a growing team. Building partnerships with accounts and ensuring that we are linked to their strategies. High level business development with major accounts.
Job Holder 1:
Comments Winning business. Opening new accounts. Generating profits. Driving the team to success.
Please provide any additional information, including any special aspects or Stakeholder 1: Driving of business requirements the job:wins. Generating new accounts. Recruiting and Boss 1:
managing good sales people. Supporting and motivating colleagues. Motivational skills are key as is a range of performance management techniques and experience.
Job Holder 1:
Good product knowledge. Negotiating skills are important.
Stakeholder 1:
Experience in the HR sector is helpful.
Stakeholder 2:
Important that is seen to behave impartially with all members of his team or consultants
Report 1:
No comments were made
Report 2:
Negotiation skills, Management skills,
IMPORTANT Important
Fairly
Marginally
REASONING AT WORK
Not
IMPORTANT
INFLUENCING PEOPLE
Building Relationships
Administration Online administration via Saville Consulting’s assessment platform Oasys or via our Bureau Service.
7 6
Working with Numbers
9
Understanding Tables; Comprehending Graphs; Making Numerical Inferences; Evaluating Quantities; Comparing Data
9 9
Completion time: > Takes approximately 10 minutes per participant Requires an accredited Wave trained user to oversee
8 Working with Details Checking Letters and Text; Checking Numbers and Tables; Checking Codes and Symbols; Identifying Mistakes; Classifying Information
7 5 7
recommended.
7
©2012 Saville Consulting Group. All rights reserved.
29
Saville Consulting Group Ltd
Saville Consulting UK Ltd
Tel: +44(0)1534 72 68 20
Tel: +44(0)20 8619 9000
info.group@savilleconsulting.com
Fax: +44(0)20 8619 9001
Suite 23 | 4 Wharf Street | St Helier
info.uk@savilleconsulting.com
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www.savilleconsulting.com