Saville Consulting Wave - Willis Towers Watson · PDF file©2015 Saville Consulting a Towers Watson Company. ... (Professional Styles) or section (Focus Styles). This can indicate

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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

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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


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)


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)


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)


Del

iver

ing

Res

ults

Processing DetailsMeeting Timescales (5); Checking Things (4);Following Procedures (3)


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



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


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



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)


Creating InnovationGenerating Ideas (9); Exploring Possibilities(8); Developing Strategies (4)


Infl

uenc

ing

Peo

ple

Building RelationshipsInteracting with People (4); EstablishingRapport (5); Impressing People (3)


Communicating InformationConvincing People (4); ArticulatingInformation (5); Challenging Ideas (7)




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


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.


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


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.


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


Saville Consulting WaveTeam Roles Report


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.



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



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.


Types ReportSample Candidate

Professional

Styles

™

Saville Consulting WaveTypes Report


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.



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.


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


Report The report summarizes nine specific combinations of work styles across the people, task and growth sections, with 18 defined extremes.




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


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




Sales Profile

Area PotentialSo

lvin

g P

robl

ems Identifying Needs

Understanding Customer Needs (7); AnalyzingInformation (2)


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)


Working CollaborativelySupporting People (6); Working Cooperatively(2)


Del

iver

ing

Res

ults Being Disciplined

Being Organized (1); Maintaining Standards(2)


Results FocusedTaking Action (2); Pursuing Targets (8)


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


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


26

Powered by Entrecode®Assessing Entrepreneurial Potential


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


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.


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


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


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


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


34

Working across 80 countries in 35 languages

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Mexico Netherlands New Zealand Panama Poland Portugal Romania Russia Saudi Arabia Singapore Slovakia South Africa South Korea Spain Sweden

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Saville Consulting Group LtdSuite 234 Wharf StreetSt HelierJerseyJE2 3NRBritish Channel Islands

Tel: +44 (0)1534 726820

[email protected]

Saville Consulting UK LtdClaygate HouseLittleworth RoadEsherSurreyKT10 9FDUnited Kingdom

Tel: +44 (0)20 8619 9000

[email protected]

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

Documents

Saville Consulting Wave - Willis Towers Watson · PDF file©2015 Saville Consulting a Towers Watson Company. ... (Professional Styles) or section (Focus Styles). This can indicate