Saville Consulting Wave Professional Styles is designed for use with experienced managers, directors and professionals on either an individual or group basis. This questionnaire measures motivation, talent and preferred culture. It adds value to both recruitment and development, transforming the quality of the assessment process with the sophisticated use of technology and powerful models of effectiveness in the workplace.
This version of Saville Consulting Wave produces profiles that combine both ipsative and normative scores, across 36 dimensions.
The Expert Report has been designed for use in either selection or development.
It includes a Response Summary, an Executive Summary Profile, Psychometric Profile, a detailed profile across 36 dimensions, Predicted Culture Fit, Competency Potential Profile and a Personal Report.
The Personal Report provides you with summary feedback about your motives, preferences, needs and talents in a number of work relevant areas.
It includes a profile with narrative intended for the respondent; included free-of-charge with Expert Report.
The Entrepreneurial Report is based upon the Styles assessment which explores an individual's approach to work in a number of relevant areas. It indicates an individual's entrepreneurial potential based on the Entrecode® Model of successful entrepreneurs.
The Line Manager Report is based upon the Saville Consulting Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
It includes Competency Potential Profile and Predicted Culture Fit intended for use by line managers.
Build Strengths and Grow Capability
The Wave Development Reports are designed to address the "so what" factor and provide practical advice to help bridge the gap between assessment and personal development planning.
The Wave Development Report can be powered by Wave Professional Styles, Wave Focus Styles or Wave Performance 360.
The report covers four areas:
Summary Wave Development Report
This report is built around the individuals highest and lowest Wave scores and presents:
The Leadership Styles Profile focuses on 24 leadership styles which have been derived from the 108 facets of the Wave Professionnal Styles model. It provides an indication of likely motives, preferences, needs and talents in terms of adopting different leadership styles. The 24 leaders styles are arranged under the four Wave clusters, with six leadership styles associated with each cluster.
(with complimentary Summary & Personal Reports - only available with Leadership Impact Expert Report)
This Interview Guide presents appropriate questions based on the results of the assessment completed by Mr. Sample. The questions are designed to gain evidence of the candidate's effectiveness and motivation at work.
Between two and four questions are presented for each of the areas, with fewer questions being given for areas where the candidate has rated themself as strongly effective. Additional questions that target the candidate's motivation for an area are marked by an asterisk.
For each area, information is provided on how Mr. Sample rated themself on the assessment when compared to others on a 1 to 10 scale. Please not that this is for the interviewer's information only and is not to be fed back to the candidate.
Saville Consulting's Team Roles model presents 8 different team roles, each representing a different approach to working in a team. This report outlines which team roles Mr. Sample is most and least likely to adopt based on responses to the Saville Consulting Wave Styles assessment. Individuals who prefer different roles in a team can complement each other to improve performance.
The following report summarises Mr. Sample's areas of greater and lesser potential based on our extensive international database linking Saville Consulting Wave to work performance/against key performance indicators which underpin effectiveness across different sales roles.
(with complimentary Line Manager and Environment Fit Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 18,000 professionals and managers.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data. It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Coaching, Line Manager & Personal Reports)
This report summarises the actions that could be taken to help develop Chris Park. Based on the results of the assessment, it outlines what actions could be considered to improve performance at work. The relevance of each piece of advice will differ for each individual and to some extent depend on the job role, and the opportunities and resources available.
There are four sections: Core Strengths, Possible Challenge Areas, Setting Development Priorities and Additional 20 Areas. Core Strengths and Possible Challenge Areas present development advice for the eight highest and eight lowest competency dimensions. Setting Development Priorities encourages reflection on key activities to plan for future development. The final section presents development advice for an additional 20 competency dimensions. The report is composed of the following three types of development advice.
(with complimentary Expert, Development, Line Manager & Personal Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 18,000 professionals and managers.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data. It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Work Roles, Line Manager & Personal Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 16,000 senior managers and executives.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data.
It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Leadership Risk, Line Manager & Personal Reports)
The Leadership Impact model is a hierarchical model of leadership effectiveness. At the top of the hierarchy, the 3P factors represent three main approaches to effective workplace leadership.
Each of the three Ps can be broken down into three Impact areas. These represent nine areas at work in which leaders can exert a critical impact. The nine Impact areas can be thought of as primary components of effective workplace leadership. In the Leadership Impact model, there are also 18 Leadership Styles which are broadly aligned to the nine Impact areas.
(with complimentary Leadership Impact Expert, Leadership Risk, Leadership Impact Summary & Personal Reports)
This report is designed to provide a guide for individuals working during times of change and transformation. Four key drivers have been identified based on the behaviours which are the best forecasters of Resilient Agility.
Dealing with Change: Embracing transformation positively. Managing uncertainty with composure.
Staying Connected: Making and maintaining connections. Actively participating and communicating.
Enabling New Ways of Working: Using insights to forge new directions at work. Ensuring effective work plans are delivered.
Maintaining Drive: Capitalising on the opportunities that change presents. Keeping everyone focused on key work objectives.
This report is an essential tool for successfully appointing executive hires. It reduces the risks associated with high-stakes selection, increasing the odds of placing the right leaders in the right roles.
The report combines detailed insight of a leaders potential across 9 key impact areas with 9 interview questions focused on delivering impact. The interview guide interacts with the individual profile, providing dynamic interview probes.
It is a cost-effective, streamlined, one-stop solution for making key appointments.
The Onboarding Report is used for:
- Accelerating workplace effectiveness of new hires;
- Creating tailored objectives and development plans;
- Facilitating better working relationships between new hires, hiring managers and the organisation;
- Managing expectations of new hires and the organisation.
The report focuses on an individual’s top four strengths, providing useful tips on how to capitalise, build and utilise these strengths. It highlights two key challenge areas and provides useful advice on how to best manage these potential performance limitations.
It has an interactive element with space provided for tailored objective setting and development planning which can be updated, managed, reviewed and amended throughout the onboarding process.
This report explores your strengths and challenge areas against the Wave model, which is designed to be universally applicable and is based on extensive research. There are four main clusters and each cluster breaks down into three behavioural areas.
This report is designed to provide a guide for individuals wishing to develop themselves or work with a coach or manager. This section allows you to prepare by setting out your future goals and reflecting on your strengths and challenge areas.
The Expert Report has been designed for use in either selection or development.
It includes a Response Summary, an Executive Summary Profile, Psychometric Profile, a detailed profile across 36 dimensions, Predicted Culture Fit, Competency Potential Profile and a Personal Report.
The Personal Report provides you with summary feedback about your motives, preferences, needs and talents in a number of work relevant areas.
It includes a profile with narrative intended for the respondent; included free-of-charge with Expert Report.
The Entrepreneurial Report is based upon the Styles assessment which explores an individual's approach to work in a number of relevant areas. It indicates an individual's entrepreneurial potential based on the Entrecode® Model of successful entrepreneurs.
The Line Manager Report is based upon the Saville Consulting Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
It includes Competency Potential Profile and Predicted Culture Fit intended for use by line managers.
Build Strengths and Grow Capability
The Wave Development Reports are designed to address the "so what" factor and provide practical advice to help bridge the gap between assessment and personal development planning.
The Wave Development Report can be powered by Wave Professional Styles, Wave Focus Styles or Wave Performance 360.
The report covers four areas:
Summary Wave Development Report
This report is built around the individuals highest and lowest Wave scores and presents:
The Leadership Styles Profile focuses on 24 leadership styles which have been derived from the 108 facets of the Wave Professionnal Styles model. It provides an indication of likely motives, preferences, needs and talents in terms of adopting different leadership styles. The 24 leaders styles are arranged under the four Wave clusters, with six leadership styles associated with each cluster.
(with complimentary Summary & Personal Reports - only available with Leadership Impact Expert Report)
This Interview Guide presents appropriate questions based on the results of the assessment completed by Mr. Sample. The questions are designed to gain evidence of the candidate's effectiveness and motivation at work.
Between two and four questions are presented for each of the areas, with fewer questions being given for areas where the candidate has rated themself as strongly effective. Additional questions that target the candidate's motivation for an area are marked by an asterisk.
For each area, information is provided on how Mr. Sample rated themself on the assessment when compared to others on a 1 to 10 scale. Please not that this is for the interviewer's information only and is not to be fed back to the candidate.
Saville Consulting's Team Roles model presents 8 different team roles, each representing a different approach to working in a team. This report outlines which team roles Mr. Sample is most and least likely to adopt based on responses to the Saville Consulting Wave Styles assessment. Individuals who prefer different roles in a team can complement each other to improve performance.
The following report summarises Mr. Sample's areas of greater and lesser potential based on our extensive international database linking Saville Consulting Wave to work performance/against key performance indicators which underpin effectiveness across different sales roles.
(with complimentary Line Manager and Environment Fit Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 18,000 professionals and managers.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data. It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Coaching, Line Manager & Personal Reports)
This report summarises the actions that could be taken to help develop Chris Park. Based on the results of the assessment, it outlines what actions could be considered to improve performance at work. The relevance of each piece of advice will differ for each individual and to some extent depend on the job role, and the opportunities and resources available.
There are four sections: Core Strengths, Possible Challenge Areas, Setting Development Priorities and Additional 20 Areas. Core Strengths and Possible Challenge Areas present development advice for the eight highest and eight lowest competency dimensions. Setting Development Priorities encourages reflection on key activities to plan for future development. The final section presents development advice for an additional 20 competency dimensions. The report is composed of the following three types of development advice.
(with complimentary Expert, Development, Line Manager & Personal Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 18,000 professionals and managers.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data. It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Work Roles, Line Manager & Personal Reports)
This report is based upon the Wave Styles assessment, which explores an individual's motives, preferences, needs and talents in critical work areas.
The results are based on a comparison with an international group of over 16,000 senior managers and executives.
Since the questionnaire is a self-report measure, the results reflect the individual's selfperception.
Our extensive research has shown this to be a good indicator of how people are likely to operate in the workplace. Nevertheless, due consideration must be given to the subjective nature of using an individual's self-perception in the interpretation of these data.
It should be remembered that the information contained in this report is potentially sensitive and every effort should be made to ensure that it is stored in a secure place.
(with complimentary Expert, Leadership Risk, Line Manager & Personal Reports)
The Leadership Impact model is a hierarchical model of leadership effectiveness. At the top of the hierarchy, the 3P factors represent three main approaches to effective workplace leadership.
Each of the three Ps can be broken down into three Impact areas. These represent nine areas at work in which leaders can exert a critical impact. The nine Impact areas can be thought of as primary components of effective workplace leadership. In the Leadership Impact model, there are also 18 Leadership Styles which are broadly aligned to the nine Impact areas.
(with complimentary Leadership Impact Expert, Leadership Risk, Leadership Impact Summary & Personal Reports)
This report is designed to provide a guide for individuals working during times of change and transformation. Four key drivers have been identified based on the behaviours which are the best forecasters of Resilient Agility.
Dealing with Change: Embracing transformation positively. Managing uncertainty with composure.
Staying Connected: Making and maintaining connections. Actively participating and communicating.
Enabling New Ways of Working: Using insights to forge new directions at work. Ensuring effective work plans are delivered.
Maintaining Drive: Capitalising on the opportunities that change presents. Keeping everyone focused on key work objectives.
This report is an essential tool for successfully appointing executive hires. It reduces the risks associated with high-stakes selection, increasing the odds of placing the right leaders in the right roles.
The report combines detailed insight of a leaders potential across 9 key impact areas with 9 interview questions focused on delivering impact. The interview guide interacts with the individual profile, providing dynamic interview probes.
It is a cost-effective, streamlined, one-stop solution for making key appointments.
The Onboarding Report is used for:
- Accelerating workplace effectiveness of new hires;
- Creating tailored objectives and development plans;
- Facilitating better working relationships between new hires, hiring managers and the organisation;
- Managing expectations of new hires and the organisation.
The report focuses on an individual’s top four strengths, providing useful tips on how to capitalise, build and utilise these strengths. It highlights two key challenge areas and provides useful advice on how to best manage these potential performance limitations.
It has an interactive element with space provided for tailored objective setting and development planning which can be updated, managed, reviewed and amended throughout the onboarding process.
This report explores your strengths and challenge areas against the Wave model, which is designed to be universally applicable and is based on extensive research. There are four main clusters and each cluster breaks down into three behavioural areas.
This report is designed to provide a guide for individuals wishing to develop themselves or work with a coach or manager. This section allows you to prepare by setting out your future goals and reflecting on your strengths and challenge areas.