Wave Performance - BlueRidge

ReportJo Wilson

Performance 360

™

Contents

Introduction to Report.......................................................................................................................................3

Profile Breakdown...............................................................................................................................................4

Behaviour Profile - Solving Problems..........................................................................................................5

Behaviour Profile - Influencing People.......................................................................................................6

Behaviour Profile - Adapting Approaches................................................................................................. 7

Behaviour Profile - Delivering Results........................................................................................................8

Ability Profile - Reasoning at Work.............................................................................................................. 9

Summary Profile............................................................................................................................................... 10

Behaviour Overview Profile......................................................................................................................... 11

Rater Comments............................................................................................................................................... 12

About this Report

This report is based on the completion of Saville Consulting Wave® Performance 360which explores performance in a number of work areas.

The results are based on the responses of Jo Wilson (the assessee) and the raters'evaluation of the assessee’s performance at work. To compare the assessee'sperformance in these areas to that of others, the responses have been compared to12592 Performance 360 ratings given on a group of professionals and managers.

Since the results are based on an evaluation of performance made by Jo Wilson and theother raters, they reflect the assessee’s own perception and the perception of the raters.The results should only be regarded as an indication of the assessee’s past performance.Our extensive research has shown that these ratings can be a good measure of workperformance from the perspective of different stakeholders.

It should be remembered that the information contained in this report is potentiallysensitive and every effort should be made to ensure that it is stored in a secure place.

This report was produced using Saville Consulting software systems. It has been derivedfrom the results of an assessment completed by the assessee and the raters and reflectsthe responses they have made.

This report has been generated electronically. Saville Consulting do not guarantee that ithas not been changed or edited. We can accept no liability for the consequences of theuse of this report, howsoever arising.

The application of this assessment is limited to Saville Consulting employees, agents ofSaville Consulting and clients authorised by Saville Consulting.

™

Report for Jo Wilson Comparison Group: Professionals & Managers (2011)Generated on: 9-Feb-2015 Page 2 © 2009 Saville Consulting. All rights reserved.

Introduction to ReportThis report is based on the completion of Saville Consulting Wave® Performance 360 by JoWilson and the other raters who completed the assessment.

Assessee and Raters

The results provided by the assessee and each group of raters in this report are eachrepresented by a different shape. The number of individuals in each rater group isshown below in brackets.

Boss (1)

Self (1)

Peer (2)

Report (2)

Behaviour Profile

The overarching Saville Consulting Wave® model has different levels of detail with onepage in this report devoted to each behavioural cluster at the highest level (SolvingProblems, Influencing People, Adapting Approaches, Delivering Results). Each page issplit into three sections which in turn cover three dimensions each. This profile displaysthe results based on the 36 behaviour dimensions.

Ability Profile

The Saville Consulting Ability Model has one ability cluster (Reasoning at Work) which iscomprised of two sections that in turn each cover three dimensions.

Summary Profile

The first part of the Summary Profile covers global ratings on: Applying SpecialistExpertise, Accomplishing Objectives and Demonstrating Potential. The second partindicates the degree to which the assessee received positive or negative ratings on thebehaviour clusters, ability cluster and the global performance ratings.

Behaviour Overview Profile

The Behaviour Overview Profile shows the combined effectiveness scores for the 12behavioural sections and 36 behavioural dimensions. The combined scores are based onaveraging the results of the rater groups. Arrows indicate where there are differences inthe ratings for the 12 behavioural sections between individual raters.

Rater Comments

The final section presents any comments made by the different raters about Jo Wilson'sperformance at work.

™


Profile BreakdownThe results show the ratings on the ‘Extremely Ineffective’ to ‘Extremely Effective’inventory scale. Each rater group is indicated by a different shaped marker as shown on theprevious page.

The position of each shape on the scale indicates how the person being assessed wasrated in each area. Where there is a difference between raters in a group, this is indicatedby arrows either side of the marker.

Example: Ineffective Effective

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Managing Projects

Planning Work; Monitoring Milestones; Ensuring

Delivery

52

104

In the example above, the assessee’s Boss rating on ‘Managing Projects’ was fairlyeffective, the Self rating was fairly ineffective, the Peer ratings ranged from fairlyeffective to extremely effective as indicated by the arrows. Finally, the Report ratingsranged from very ineffective to very effective.

Comparison to Others:

The results of the assessee and raters have been compared with other individuals whohave previously completed the assessment and are based on a 1 to 10 sten scale asshown below.

1 - Extremely Low - performed better than only 1% of comparison group

2 - Very Low - performed better than only 5% of comparison group

3 - Low - performed better than only 10% of comparison group

4 - Fairly Low - performed better than only 25% of comparison group

5 - Average - performed better than only 40% of comparison group

6 - Average - performed better than 60% of comparison group

7 - Fairly High - performed better than 75% of comparison group

8 - High - performed better than 90% of comparison group

9 - Very High - performed better than 95% of comparison group

10 - Extremely High - performed better than 99% of comparison group

In the example above, the assessee’s Boss rating on ‘Managing Projects’ was averagecompared to the comparison group. The Self rating was very low compared to thecomparison group. The Peer ratings were extremely high and the assessee's Reportratings were fairly low in comparison to other individuals.

™


Behaviour Profile - Solving Problems

Ineffective Effective

Solving Problems

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Eval

uati

ng P

robl

ems

Examining InformationProcessing Information; Asking ProbingQuestions; Finding Solutions

33

1

3

Documenting FactsWriting Fluently; Understanding LogicalArguments; Finding Facts

44

1

4

Interpreting DataQuantifying Issues; Applying Technology;Evaluating Information Objectively

47

1

8

Inve

stig

atin

g Is

sues

Developing ExpertiseTaking Up Learning Opportunities; AcquiringKnowledge and Skills; Updating SpecialistKnowledge

17

1

4

Adopting Practical ApproachesApplying Practical Skills; Learning by Doing;Applying Common Sense

36

3

3

Providing InsightsContinuously Improving Things; Identifying KeyIssues; Making Intuitive Judgements

77

1

7

Crea

ting

Inno

vati

on

Generating IdeasProducing Ideas; Inventing Approaches; AdoptingRadical Solutions

55

2

6

Exploring PossibilitiesDeveloping Concepts; Applying Theories;Identifying Underlying Principles

75

2

6

Developing StrategiesForming Strategies; Anticipating Trends;Envisaging the Future

55

4

7

Boss Self Peer Report

™


Behaviour Profile - Influencing People


Influencing People

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Bui

ldin

g R

elat

ions

hips

Interacting with PeopleProjecting Enthusiasm; Making Contact;Networking

49

5

6

Establishing RapportPutting People at Ease; Welcoming People;Making Friends

49

5

6

Impressing PeopleAttracting Attention; Promoting PersonalAchievements; Gaining Recognition

81010

10

Com

mun

icat

ing

Info

rmat

ion

Convincing PeoplePersuading Others; Shaping Opinions;Negotiating

710

7

10

Articulating InformationGiving Presentations; Explaining Things;Projecting Social Confidence

79

7

8

Challenging IdeasQuestioning Assumptions; ChallengingEstablished Views; Arguing Own Perspective

410

6

7

Pro

vidi

ng L

eade

rshi

p

Making DecisionsDeciding on Action; Assuming Responsibility;Standing by Decisions

49

5

6

Directing PeopleLeading People; Co-ordinating Groups; ControllingThings

49

4

3

Empowering IndividualsMotivating Individuals; Inspiring People; GivingEncouragement

77

5

6


™


Behaviour Profile - Adapting Approaches


Adapting Approaches

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Show

ing

Res

ilien

ce

Conveying Self-ConfidenceProjecting Inner Confidence; Determining OwnFuture; Valuing Own Contributions

710

8

8

Showing ComposureStaying Calm; Tolerating Stress; Dealing withPressure

24

1

2

Resolving ConflictCalming Upset People; Handling AngryIndividuals; Resolving Arguments

55

1

1

Adj

usti

ng t

o Ch

ange

Thinking PositivelyBeing Optimistic; Recovering from Setbacks;Projecting Cheerfulness

77

5

4

Embracing ChangeCoping with Change; Tolerating Uncertainty;Adapting to New Challenges

47

4

7

Inviting FeedbackAcknowledging Criticism; Encouraging CriticalThinking; Gathering Feedback

22

1

4

Giv

ing

Supp

ort

Understanding PeopleShowing Empathy; Listening to People;Understanding Motivation

44

1

1

Team WorkingWorking Participatively; Encouraging TeamContributions; Involving Others in Decisions

16

1

2

Valuing IndividualsShowing Consideration; Tolerating Others;Trusting People

17

3

1


™


Behaviour Profile - Delivering Results


Delivering Results

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Pro

cess

ing

Det

ails

Meeting TimescalesMeeting Deadlines; Keeping to Schedule;Finishing Tasks

47

2

4

Checking ThingsFinding Errors; Ensuring Accuracy; Producing HighQuality Work

17

1

3

Following ProceduresAdhering to Rules; Following Instructions;Minimising Risks

11

1

1

Stru

ctur

ing

Task

s

Managing TasksWorking Methodically; Planning Activities; SettingPriorities

44

3

4

Upholding StandardsBehaving Ethically; Maintaining Confidentiality;Acting with Integrity

21

1

1

Producing OutputWorking Quickly; Maintaining Productivity; Multi-Tasking

63

2

3

Dri

ving

Suc

cess

Taking ActionMaking Things Happen; Using Initiative; InvestingEnergy

69

3

8

Seizing OpportunitiesIdentifying Business Opportunities; GeneratingSales; Outperforming Competitors

1010

9

10

Pursuing GoalsAchieving Outstanding Results; Acting withDetermination; Persisting through Difficulties

99

5

8


™


Ability Profile - Reasoning at Work


Reasoning at Work

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Wor

king

wit

h In

form

atio

n

Working with WordsUnderstanding Word Meaning; ComprehendingText; Making Verbal Inferences; EvaluatingWritten Materials; Comparing Arguments

4

4

3

4

Working with NumbersUnderstanding Tables; Comprehending Graphs;Making Numerical Inferences; EvaluatingQuantities; Comparing Data

4

7

3

5

Working with DetailsChecking Letters and Text; Checking Numbersand Tables; Checking Codes and Symbols;Identifying Mistakes; Classifying Information

1

5

1

4

Wor

king

wit

h Th

ings

Working with SystemsUnderstanding Logical Rules; ComprehendingProcess Diagrams; Identifying Causes; FindingFaults; Comparing Flowchart Sequences

2

7

4

5

Working with DesignsEstimating Lengths and Angles; RecognisingRotated Shapes; Visualising Three-DimensionalObjects; Inspecting Objects; Designing Things

6

4

5

5

Working with EquipmentUnderstanding Mechanical Problems;Comprehending Physical Principles; EstimatingMovement of Objects; Using Tools; OperatingMachinery

4

4

4

5


™


Summary Profile


Performing at Work

Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Glo

bal

Applying Specialist ExpertiseUtilising Expert Knowledge; Applying SpecialistSkills; Sharing Expertise

1

7

4

4

Accomplishing ObjectivesAchieving Personal Targets; Contributing to TeamObjectives; Furthering Organisational Goals

7

10

5

8

Demonstrating PotentialSeeking Career Progression; DemonstratingCapabilities Required for High Level Roles;Showing Potential for Promotion

5

9

3

5

Tota

l

Total Behaviour Profile RatingSummary rating across 36 behaviour dimensionsaggregated across raters reflecting assessee’sperformance and the leniency of raters

4

7

1

5

Total Ability Profile RatingSummary rating across 6 ability dimensionsaggregated across raters reflecting assessee’sperformance and the leniency of raters

3

5

2

5

Total Global RatingSummary rating across 3 global performancedimensions aggregated across raters reflectingassessee’s performance and the leniency ofraters

4

10

3

5


™


Behaviour Overview Profile


Extr

emel

y

Very

Fairl

y

Uns

ure

Fairl

y

Very

Extr

emel

y

Solv

ing

Pro

blem

s

Evaluating ProblemsExamining Information (2); Documenting Facts(3); Interpreting Data (5)

3

Investigating IssuesDeveloping Expertise (3); Adopting PracticalApproaches (4); Providing Insights (5)

4

Creating InnovationGenerating Ideas (5); Exploring Possibilities (5);Developing Strategies (5)

5

Infl

uenc

ing

Peo

ple

Building RelationshipsInteracting with People (6); Establishing Rapport(6); Impressing People (9)

8

Communicating InformationConvincing People (9); Articulating Information(8); Challenging Ideas (7)

8

Providing LeadershipMaking Decisions (6); Directing People (5);Empowering Individuals (6)

6

Ada

ptin

g A

ppro

ache

s

Showing ResilienceConveying Self-Confidence (8); ShowingComposure (2); Resolving Conflict (3)

4

Adjusting to ChangeThinking Positively (5); Embracing Change (5);Inviting Feedback (2)

4

Giving SupportUnderstanding People (3); Team Working (2);Valuing Individuals (3)

2

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)

1

Driving SuccessTaking Action (7); Seizing Opportunities (10);Pursuing Goals (8)

9

™


Rater Comments

Jo Wilson 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: delivering his results - spotting and chasing down big leads - beingpositive and encouraging people

Peer 2: Seeking out sales opportunities. Building and developing the team.Focusing on revenues

Report 1: motivating his team - getting results - winning big projects - being goodfun

Report 2: Introducing me to good clients and good leads. Helping me to improvemy product knowledge and also my negotiating skills

™


Rater Comments

Jo Wilson 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: 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

Peer 2: Being political and manipulating colleagues. Self interest oftenoutweighs the team/group goal, this is not constructive in a teamenvironment. Can be over competitive.

Report 1: being negative about certain people in the business he doesn't likeopenly - falling out with senior consultants in the business for no goodreason

Report 2: Taking over , when I am in the middle of a deal.

™


Rater Comments

Jo Wilson needs to improve at...

Boss 1: Bit more checking of facts and communication across the businesswould help 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: checking things, making sure adminstration is done accurately on clientmeeting/orders and client enquiries. letting other people know what isgoing on

Peer 2: 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

Report 1: checking information and prices on proposals he is signing off- notgiving one off deals to clients that are difficult to track

Report 2: Thinking about how to motivate me and the team. No news is goodnews! Could be better at anticipating when I actualkly do needhelp/guidance and when I don't

™


Documents

Wave Performance - BlueRidge