Wave Brochure

Saville 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
Which Wave Reports are Powered by which Wave Questionnaires?
Wave Reports and Application Guidelines
Unique Features
Deep Dives
Expert Reports
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
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
Integrated and flexible suite of output reports

measuring specific selection, performance
and development areas.......................
2
Interview Guide
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
Development
Report
Distinguishes approaches to
tasks and people to enhance
organizational and team dynamics.
Powered by Wave Focus Styles and
Wave Professional Styles
Illustrates existing capability and

areas of overplayed strengths.
Provides development tips to achieve
full potential.
Identifies the most and least

preferred team roles to contribute
effectively to a high performance
team.
Team Roles
Types Report
Identifies leadership potential for

talent selection and development in
line with situational effectiveness.
Powered by
Reflections
Report
Leadership Report
Builds high-quality sales teams

by identifying individuals with the
potential and talent to succeed in
sales roles.
Powered by
Sales Report
Entrepreneurial
Report
360 feedback on performance

delivered in the most powerful way.
Powered by Wave Performance 360
Performance 360
Saville Consulting. All rights reserved.
Recognizes negative and positive

elements of work styles. Encourages
developmental
self-awareness to achieve
optimum performance.
Powered by
Powerful predictor of the ability

to create and add value to an
organization through entrepreneurial
talent.
Profiles the key drivers for success.

Powered by Wave Job Profiler
Job Profiler
Which Wave Reports are Powered by which

Wave Questionnaires?
Questionnaires
Report
Typical Completion Time
Professional
Styles
Focus Styles
Performance
360
Job Profiler
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.
Selection
Individual
Leadership
Coaching
Development
Assessment
Team
Development
Organizational Business
SelfTalent Audit
Growth awareness
Career
Planning
* Wave Reports that can only be used by an accredited Wave trained user.
** Wave Reports that can be used by line managers, individuals and/or coaches under the supervision of an accredited Wave trained user.
The ticks above are guidelines only and represent the most frequent Wave applications. There may be specific situations and contexts where different Wave reports are
more applicable than those highlighted.
Job Profiler**
Performance 360*
Entrepreneurial
Potential*
Sales*
Reflections*
Leadership*
Team Roles**
Types**
Premium
Development**
Summary
Development**
Interview Guide**
Line Manager**
Personal**
Expert*
Reports
Application Guidelines
Wave Reports and Application Guidelines

Unique Features
The Wave Model
The Wave model is a hierarchical model built

around 4 clusters, 12 sections, 36 dimensions
and 108 facets.
Candidate Experience
The 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).
Most
I am a competitive person
I like to challenge peoples ideas
I prefer to take the lead
I am good at building rapport
Very
Strongly
Disagree
I am a competitive person
I like to challenge peoples 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
Least
Strongly
Disagree
Slightly
Disagree Disagree
Unsure
Slightly
Agree
Agree
Strongly
Agree
Very
Strongly
Agree
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
Resolving
10
Sten 5
copes well with people who are upset (7); handles angry
people reasonably well (6); feels less need than most
people to resolve disagreements (2)
> Motive-Talent Splits - highlight where there is lack of alignment between an individuals motive and
talent on a Wave dimension (Professional Styles) or section (Focus Styles)
1
Engaging
10
Sten 3
establishes rapport reasonably quickly (5); puts relatively

little emphasis on making a good first impression (3);
unlikely to seek new friends actively (3)
> 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
Convincing
10
Sten 3
less persuasive than most people (1); makes own point

strongly (7); has very little focus on negotiating the best
deal (2)

Expert Reports
Applications
Professional Styles Report
The Saville Consulting Expert Reports are designed for

use in:
The Wave Professional Styles Expert Report is a

comprehensive 12-page report consisting of:
> 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
> Executive Summary Profile

> Response Summary
> Full Psychometric Profile
(four pages)
> Summary Psychometric Profile
> Competency Potential Profile
> Predicted Culture/Environment Fit
Full Psychometric Profile - Delivery Cluster
Delivery
Conscientious
Reliable
Meticulous
10
10
10
Sten 4
Conforming
Sten 3
is much less inclined to follow rules (2); strongly dislikes

following procedures (2); is sometimes prepared to take
risks in decision making (4)
Structured
Sten 1
less well organised than most people (2); very much

dislikes having to make plans (2); less inclined to prioritise
than most people (2)
Principled
Sten 4
is concerned with being ethical (5); places less emphasis

on maintaining confidentiality than many people (4);
places relatively little focus on honouring commitments (4)
> Detailed Behavioral Feedback - facilitates action

planning in the areas that matter
works at a moderately fast pace (5); works well when busy

(7); prefers to do one thing at a time (3)
Activity Oriented
Sten 5
Driven
> Maximize Culture Fit - by selecting and promoting the

right people into the right roles
Dynamic
> Quick and Objective Comparisons - of strengths and

limitations
Enterprising
> Benchmarking - against relevant groups
Striving
has relatively little focus on making sure the detail is right

(3); less thorough than many people (4); ensures a
reasonably high level of quality (6)
> High Validity - ensures correct decisions are made

when recruiting
> Deep Dive - under the scores to describe the

uniqueness of individuals
places less emphasis on meeting deadlines than many

people (3); less punctual than many people (4); reasonably
focused on finishing tasks (5)
Organised
Benefits
Sten 4
Sten 7
good at making things happen (7); impatient to get things

started (7); moderately energetic (6)
Sten 8
likely to identify business opportunities (8); fairly sales

oriented (8); as competitive as most people (6)
Sten 9
driven to achieve outstanding results (8); fairly ambitious

(7); likely to persevere through difficult challenges (8)
Focus Styles Report
Predicted Culture/Environment Fit

Performance Enhancers
The Wave Focus Styles Expert Report is a seven-page

report consisting of:
where there is the opportunity to be the centre of attention and people are aware of
one's achievements and status
> Response Summary

> Psychometric Profile (one page)
where energy levels are high, there is a strong action orientation and people are
rewarded for taking the initiative and making things happen
where self confidence is regarded as an asset and people are encouraged to know
their own worth and take responsibility for their own workload
where there are numerous opportunities for making new contacts and developing
relationships, and good networking is seen as a key to success
> Competency Potential Profile

> Predicted Culture/Environment Fit
where the ability to make a persuasive case is highly valued and influence is by
means of persuasion and negotiation rather than the exercise of authority
where people are encouraged to assume responsibility for important decisions and
decisiveness is a valued characteristic
where commercialism and entrepreneurialism are valued and the emphasis is on
identifying business opportunities and outperforming the competition
where the ability to explain things clearly and confidently is highly valued and there
are 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 are
discouraged 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 and
negotiation
Competency Potential Profile

The following report summarises Sample Candidates areas of greater and lesser potential
based on Saville Consulting's extensive international database linking Focus Styles to
work performance.
Delivering Results
Adapting Approaches
Influencing People
Solving Problems
Competency Description
Potential
Evaluating Problems
Fairly Low
Examining Information (2); Documenting

Facts (5); Interpreting Data (4)
higher potential than about 25%

of the comparison group
Investigating Issues
Extremely Low
Developing Expertise (1); Adopting Practical

Approaches (7); Providing Insights (3)
higher potential than about 1% of

the comparison group
Creating Innovation
Extremely Low
Generating Ideas (2); Exploring Possibilities

(1); Developing Strategies (1)

Building Relationships
Very High
Interacting with People (9); Establishing

Rapport (6); Impressing People (10)

Communicating Information
Very High
Convincing People (9); Articulating

Information (8); Challenging Ideas (8)

Providing Leadership
Average
Making Decisions (9); Directing People (6);

Empowering Individuals (2)

Showing Resilience
Average
Conveying Self-confidence (9); Showing

Composure (8); Resolving Conflict (2)

Adjusting to Change
Low
Thinking Positively (6); Embracing Change (2);

Inviting Feedback (4)

Giving Support
Extremely Low
Understanding People (1); Team Working (1);

Valuing Individuals (1)

Processing Details
Fairly Low
Meeting Timescales (5); Checking Things (4);

Following Procedures (3)

Structuring Tasks
Very Low
Managing Tasks (4); Upholding Standards (1);

Producing Output (6)

Driving Success
High
Taking Action (9); Seizing Opportunities (8);

Pursuing Goals (6)

where the responsibility for major decisions rests with other people and there is little
opportunity 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 and
there are few opportunities for giving presentations
Administration
Secure online administration via Saville Consultings
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.

Personal Reports
The Wave Personal Reports are designed to give high-quality and straightforward
feedback to individuals. They can stand alone or be accompanied by a telephone or
face-to-face discussion.
Applications
Reports
> Candidate Feedback

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
Provides detailed information on strengths and
possible development areas
> Coaching
Provides quality assessment data prior to action
planning and personal development
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 individuals 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 individuals profile.
Focus Styles - Personal Report
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
Administration
Professional Styles - Personal Report

Delivery
Conscientious
Reliable
conscientious about meeting deadlines; as punctual as
most people; is sometimes prepared to leave tasks
unfinished
Meticulous
reasonably attentive to detail; reasonably thorough;
ensures a reasonably high level of quality
Conforming
is much less inclined to follow rules; strongly dislikes
following procedures; is prepared to take risks in decision
making
10
image description
10

Completion time:
Requires an accredited Wave trained user to oversee the
use of Personal Reports in an organization.

Line Manager Report
The Line Manager Report is designed for use by managers and recruiters in either
selection or development.
Applications
Report
> 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
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.
Benefits
Predicted Culture/Environment Fit

Performance Enhancers
where there is an emphasis on comprehensively researching and recording the facts
and communicating them clearly in writing
where creativity and innovation are encouraged and radical ideas and solutions
welcomed
where there is constantly a lot on the go, people are engaged in multiple tasks and
efficient use of time is important
where the development of theoretical ideas and concepts is encouraged
where value is placed on the ability to cope with pressure, emergencies and tensions
> 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
where importance is attached to punctuality and completing tasks to deadline and

reliability is clearly valued
Performance Inhibitors
where little value is attached to exploring all the facts and communicating them well
in writing
where conventional attitudes prevail, traditional approaches are preferred and people
are discouraged from generating new ideas
where the pace of work is leisurely, there is little multi-tasking and time is not used
efficiently
where there is little interest in the application of theoretical ideas and models and
people are given little time to explore different options and possibilities
where a lack of anxiety is interpreted as a lack of motivation
where there is a culture that allows deadlines to be passed and tasks are often left
unfinished
Competency Potential Profile
Influencing People
Solving Problems
Competency Description
Potential
Evaluating Problems
Fairly High
Examining Information (7); Documenting

Facts (9); Interpreting Data (4)

Fairly High
Developing Expertize (7); Adopting Practical


Creating Innovation
Fairly High
Generating Ideas (9); Exploring Possibilities

(8); Developing Strategies (4)

Fairly Low
Interacting with People (4); Establishing

Rapport (5); Impressing People (3)

Average
Convincing People (4); Articulating

Information (5); Challenging Ideas (7)

Fairly Low


Administration
Completion time:
use of Line Manager Reports in an organization.
11

Interview Guide
Structured Interviewing Powered by Psychometric Data
Comparison Group: Professionals & Managers (INT, IA, 2009)

2009 Saville Consulting. All rights reserved.
12
Applications
Report
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:
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.
> 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
Depending on the individual candidate data, between

two and four key questions are generated for each
competency.
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
An accompanying User Guide provides quick score

sheets for each competency and advice on best
interview practice.
-VE
PROVIDING LEADERSHIP
1
4
x
Avoids making decisions

Lets others take the lead
Makes decisions
Directs people well
Fails to motivate or empower others
+VE
Empowers and motivates others well

Total
Negative Evidence
Positive Evidence
More task than people focused. Emphasis on driving

results through without adapting to individuals or
changing approach and accommodating individual
needs when problems arose.
Clear evidence of taking responsibility for decisions.

dealing with decisions relating to budget
spend, changes to project plans and resource
allocation. Has led team of six to meet targets.
Comments
Overall assertive leadership style evident. Willing and prepared to take responsibility. Less inclined to adapt
varying requirements.
Administration
Completion time:
> 20 minutes - Work Strengths
The Interview Guide is available immediately following
the candidates completion of the Wave questionnaire.
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.
13

Development Reports
Bridging the Gap Between Diagnosis and Action Planning

2005-2009 Saville Consulting. All rights reserved.
14
Applications
Reports
The Summary and Premium Wave Development Reports

are designed for use in:
The Summary and Premium Development Reports list

practical tips and actions across the Wave behavioral
framework. This covers behavioral dimensions
within Thought, Influence, Adaptability and Delivery.
Development tips are shown in four areas:
> Building Strengths
> Possible Overplayed Strengths - Watch Fors
> Development Tips
> Managing Limitations
> 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
Fairly Low
Persuading Others; Shaping Opinions;

Negotiating
performed better than only 25% of

comparison group
Review argument(s) and ensure to cover the key benefits and don't get lost in the
features of a product or service.
Think through what the most important decision making factors are for the person
being convinced and make sure that these are foremost in the discussion.
Make sure to have three good reasons for achieving the goal, etc.
Anticipate the questions and objections. Rehearse the answers.
Join debates and debating clubs.
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.
The Summary Development Report focuses on rankordered Wave Competency Potential scores. It highlights
the top eight Building Strengths, the top four Possible
Overplayed Strengths, the lowest eight Development
Tips and the lowest four Managing Limitations.
The Premium Development Report covers all 36 of
the Wave Competency Potential scores. The type of
development tip is determined by the Wave score on
each of the 36 competencies.
Administration
Building Strengths
Generating Ideas
Very High
Producing Ideas; Inventing Approaches;

Adopting Radical Solutions
performed better than 95% of

comparison group
Ensure that ideas are supported by a rational argument and a strong business case.
Be aware of who the key stakeholders and decision makers are. These are the people
to sell ideas to.
Ask for feedback on the quality of ideas and how they are presented.
Look at the best ideas that have previously been rejected and see if they could be
revived.
Get involved in the early stages of projects. This is where suggestions will be
welcomed.
Investigate techniques to improve creativity.
Put together a creative group of experts from different areas to solve intractable
problems.
Present a range of ideas, offering varying degrees of change from where things are
now.
Development Tips
Convincing People

assessment platform, Oasys, or via the Saville Consulting
Bureau Service.
Completion time:
> 10 minutes - Wave Performance 360
use of the Development Reports in an organization.
15
Team Roles

Team Roles Report
Profiling an Individuals Most and Least Preferred Team Roles

16
Team Roles
Applications
Report
The Wave Team Roles Report is designed for use in:
The highly graphic report identifies an individuals

preferences based on the way they interact with others
and their approach to work. The graphics display
an individuals scores across eight role types. The
individuals two most and least preferred roles are
highlighted with detailed descriptive summaries.
> Enhancing Team Performance

Building a performance driven culture and playing to
the strengths of the group
> Recruitment
Creating powerful new teams
> Team Feedback
Clear feedback on role preferences within the team to
improve gaps and interactions
> Problem Solving - Within and Across Teams
Identifying blockages and barriers to success and
providing a platform for action planning
> Managing Change
Preparing 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
Group Team Roles Analysis
Preferred Roles
Ana
lys
t
tor
ova
Inn
st Preferred Roles
Lea
Preferred Role
s
st
Lea
Preferred Role
s
Fini
r
Str
iv
er
s t P r e f e r r e d Ro l e s
Preferred Roles
Re
she
Le a
lato
Preferred Roles
st
Lea
Preferred Roles
Sup
por
ter
ist
tim
Op
Asse
r to
Your Contrasting Team Roles

Your team roles can be better understood when the contrasts between your two
preferred (primary and secondary) and two least preferred team roles are considered.
These contrasts and their associated behaviors are presented below, along with advice
that could help enhance the teams performance.
Primary role
Less preferred role
Relator
Finisher
People with this role contrast typically prefer to spend more time discussing issues
than completing tasks. Be aware of when talk should turn into action.
Primary role
Less preferred role
Relator
Analyst
People with this role contrast tend to be active communicators but may not possess a
full understanding of all the relevant facts. Discuss information with more analytical
team members, as this may help develop a clearer understanding of the important
issues.
Secondary role
Less preferred role
Innovator
Finisher
People with this role contrast often produce ideas that are highly original, but they
may find it more difficult to simplify the ideas and make them workable. Discuss the
practicalities of implementing the ideas with others, such as the time, effort and cost
required.
Secondary role
Less preferred role
Innovator
Analyst
People with this role contrast typically generate highly original ideas which may
benefit from being more fully thought through. Discuss ideas with more evaluative
team members before implementation. This may help to make the ideas more
practical and effective.
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
teams role preferences.
Administration
Bureau Service.
Completion time:
Requires an accredited Wave trained user to oversee
the use of the Team Roles Reports in an organization.
17

Types Report
Profiling an Individuals Task and People Type
People Type
Types Report
Sample Candidate
Influencer
Influencers excel at communicating their message. They enjoy using power and singlemindedly pursue their goals. As the results are reasonably well differentiated, Sample
Candidate is likely to typically adopt this type, but may sometimes adopt other types.
Task Type
Professional
Styles
Thinker
Thinkers get straight to the core of a problem to find solutions. They may pursue ideas at
the expense of accomplishing results. As the results are reasonably well differentiated,
Sample Candidate is likely to typically adopt this type, but may sometimes adopt other types.
Report for Sample Candidate

Page 4
18

Applications
Report
The Wave Types Report is designed for use in:
The Wave Types Report is based on the four higher level

clusters of the Wave Performance Culture Framework.
Influence and Adaptability combine to produce the
People Type while Thought and Delivery combine to
produce the Task Type.
> Team Development

Understanding the similarities, differences and gaps
within a team
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
The combined People and Task Type is described, along

with the implications of the type in a range of situations
and interactions.
Influencer-Transactor
Influencer-Transactors combine a focus on delivering results with powerful social
influence. They enjoy analyzing issues and their style tends towards the directive.
Leadership Style
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
Saville Consulting Wave Types Model
Influencer-Transactors are capable of leading people to deliver impressive results.

They create a compelling vision and use assertive approaches to get people bought
into plans.
They know exactly where they are going and focus on getting results. This singleminded pursuit of a clear direction can at times lead to an autocratic leadership style.
Team & Peer Interaction
Influencer-Transactors are likely to seek to influence in any team situation. They

come across as purposeful, challenging and articulate.
In project work, they are likely to focus strongly on their own needs and goals.
They much prefer a leadership to a team member role, and prefer to dominate group
situations.
Managing Change
Influencer-Transactors are most at ease leading change by drawing up clear plans

and directing the implementation of these plans.
Their enthusiastic thinking should find flaws in proposals and they are often
influential stakeholders as they can sway others' views.
Their tolerance and patience is limited when things do not go to plan.
Cultural Synergies & 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.
People Types
Adaptor
Transformer
Adaptors are supportive,

resilient and flexible in
response to change. They are
quiet and accommodating.
Transformers combine
interpersonal sensitivity with
powerful social networks and
definite leadership impact.
Individualist
Influencer
Individualists are task rather

than people-focused. They
prefer environments where
their specialist expertise is
valued.
Influencers excel at
communicating their message.
They enjoy using power and
single-mindedly pursue their
goals.
Task Types
Thinker
Transactor
Thinkers get straight to the

core of a problem to find
solutions. They may pursue
ideas at the expense of
accomplishing results.
Transactors combine
thoughtful analysis with the
driven pursuit of goals. They
enjoy challenges and can be
relied upon to deliver results.
Preserver
Doer
Preservers adopt conventional

approaches to their work and
prefer a steady work pace.
Doers approach their work

with dynamism and
conscientiousness. They
prefer action over
intellectualized debate.
This Types Report can be used on its own or in

conjunction with the Expert, Personal or Line Manager
Reports which provide more detail on the scores which
underpin the overall types data. Group level reporting
can facilitate team development interventions.
Administration
Bureau Service.
Completion time:
Requires an accredited Wave trained user to oversee
the use of the Types Report in an organization.
19

Leadership Report
Leadership Styles and Situational Fit Contexts
Leadership Report
Sample Candidate
Professional
Styles
20

Applications
Report
The Wave Leadership Report is designed for use in:
The 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.
> 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 leaders suitability to work flexibly across
a range of situations
The 3P Leader Base Profile

This profile provides a summary of the likely potential of Sample Candidate in six key
aspects underpinning overall leadership effectiveness.
Professional
Likely to be effective at leading in specialist contexts and providing professional or technical knowledge.
Logical
Leadership based on applying strong analytical and reasoning capability
Expert
Leadership based on investigating and solving problems using specialist expertise
People
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
Predicted Situational Leadership Effectiveness
This profile indicates the situations where Sample Candidate is likely to be an effective
leader. The profile shows the top six followed by the bottom six situations.
10
Likely to be extremely well suited to leadership where the long-term vision of an

organization needs to be developed
10
Likely to be extremely well suited to leadership where a positive attitude helps to

promote goals and achieve success
Likely to be very well suited to leadership where it is important for people to

innovate and challenge the ideas of others
Likely to be very well suited to leadership where purposeful interaction with others
is required to achieve a goal
Likely to be very well suited to leadership where persuasion is required in order to

overcome resistance to ideas or plans
Likely to be very well suited to leadership where people require inspiration to help
them define and achieve goals
Likely to be effective at managing a wide range of people across teams or functions.
Adaptable
Leadership based on understanding and adapting to the needs of others
Dominant
Leadership based on interacting assertively with people to achieve results
Pioneering
Likely to be effective at driving success, change and growth.
Entrepreneurial
Leadership based on seizing commercial opportunities and outperforming
competitors
Revolutionary
Leadership based on generating imaginative solutions and a long-term vision
10
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.
Administration
assessment platform (Oasys) or via the Saville
Consulting Bureau Team.
Completion time:
interpret and feed back report data.
21

Reflections Report
Positive and Negative Reflections on Workplace Behavior
22

Applications
Report
The Wave Reflections Report is designed for use in:

> Coaching
Reviews key strengths and limitations as a basis for
action planning
> Personal Development
Helps an individual easily identify and reflect on any
strong behavioral tendencies they may possess
Builds enhanced leadership capability through
enhanced self-awareness
> Delivering Challenging Feedback
Highlights strengths, limitations and details of the
potential positive and counterproductive behaviors
The report summarizes nine specific combinations of

work styles across the people, task and growth sections,
with 18 defined extremes.
Task Immersed
Socially Immersed
Likely to be able to maintain their focus on

tasks despite distractions
Likely to help build positive relationship

between people
May spend too little time developing and

maintaining workplace relationships
May spend too little time on important

workplace tasks
Interactive (8)
9
10
Engaging (8)
Self-promoting (10)
More SociallyImmersed
More Task-Immersed
Organized (1)
Dynamic (3)
10
Practically Minded (5)
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 in

difficult situations
Likely to be sensitive to difficulties

experienced by others
May be perceived as lacking concern and

appear unmoved under pressure
May often react inappropriately under

pressure
Each of the nine areas details the six contributing

Wave dimensions. Positive and negative descriptors of
behavioral tendencies associated with each style are
listed for the nine combinations.
Administration
Completion time:
Receptive (7)
6
10
Attentive (5)
Accepting (5)
More Tough Minded
More Sensitive
Self-assured (7)
Composed (5)
10
Positive (6)
23

Sales Report
Selling Styles and Profiling Sales Success

24
Applications
Report
The Wave Sales Report is designed for use in:

> Selection
Recruiting top sales people who will impact on
business performance
> Coaching
Highlighting areas of strength and limitation across
the sales cycle and exploring the alignment of motives
and talents
> Training Needs Analysis
Providing data on individual and sales team potential
benchmarked against external data
> Sales Training
Profiling areas where sales skills and behaviors can
be enhanced
> Identifying Sales Leadership Potential
Facilitating succession planning and identifying future
leaders
The Wave Sales Report measures a persons 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 Potential Indicators

The following report summarizes Sample Candidate's greater or lesser potential against
key performance indicators which underpin effectiveness across different sales roles.
Indicator
Potential
High Customer Contact Rate
Average
e.g. Initiating Contact; Following Up Leads;

Maintaining Existing Relationships

Developing New Business
Extremely High
e.g. Developing Leads; Negotiating Deals; Using

Creative Strategies

Managing Existing Business
Extremely Low
e.g. Managing Accounts; Maintaining Service

Levels; Upselling to Existing Customers

Sales Leadership
Average
e.g. Making Decisions; Giving Direction;

Motivating Sales People

Fairly Low
Understanding Customer Needs (7); Analyzing

Information (2)

Developing Solutions
High
Applying Expertise (6); Being Creative (10)

Developing Leads
Extremely High
Developing Rapport (9); Building

Relationships (10)

Closing Deals
Extremely High
Presenting Information (10); Changing Views

(9); Challenging Objections (7)

Staying Positive
Fairly Low
Handling Pressure (5); Being Resilient (3);

Maintaining Self-Belief (7)

Working Collaboratively
Fairly Low
Supporting People (6); Working Cooperatively

(2)

Being Disciplined
Extremely Low
Being Organized (1); Maintaining Standards

(2)

Results Focused
Average
Taking Action (2); Pursuing Targets (8)

Solving Problems
Identifying Needs
Influencing People
Potential
Adapting Approaches
> Strong Prediction of Sales Performance - provided by

high validity measurement
> Selection of Better Sales People - based on motives
and talents
> Improved Retention - based on focused hiring and
better fit against job requirements
> Focused Sales Development - capitalizing on
strengths and enhancing motivetalent 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
Area
Delivering Results
Benefits
Sales Profile
The following report summarizes Sample Candidates areas of greater and lesser potential
based on our extensive international database linking Saville Consulting Wave to work
performance. Sample Candidates Ratings Acquiescence is Sten 5 and their Consistency
of Rankings is Sten 6.
Administration
Completion time:
25
Entrepreneurial Potential Report

Powered by Entrecode
Assessing Entrepreneurial Potential

26
Applications
Report
The Wave Entrepreneurial Potential Report is designed

for use in:
> Recruitment
Identifying potential entrepreneurs
> Venture Capital and New Business Incubators
To help start and build high-growth businesses
> Coaching Entrepreneurs
Understanding how entrepreneurs learn best and
maximizing their development opportunities
> Driving Corporate Entrepreneurship and Innovation
Harnessing the talent of individuals with
entrepreneurial ability
The Wave Entrepreneurial Potential Report is

powered by Entrecode, a model of how successful
entrepreneurs create and lead high value businesses,
often starting with virtually nothing.
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
Entrepreneurial Potential Profile

Staying in the Zone
Focus
Positive Mindset
Self-determining
Persistence
may be easily distracted and lose sight of

the key priorities
Entrepreneurial Potential Profile

Getting in the Zone
acts with moderate determination and
purpose to achieve results
Achievement Drive
Compelling Vision
creates a strong, compelling vision of

what they would like the future to look
like
Energy
may be less interested than others in

putting energy into making things
happen
Action Oriented
may not feel particularly comfortable

taking the initiative and may have some
difficulty in taking action quickly
Seeing Possibilities
focused on the big picture and likely to be
less interested in low-level issues
Big Picture
explores a wide variety of options and

alternatives, is rarely stuck for an answer
Options Thinking
relies on own intuition and experience to

make judgments
Savvy
Administration
assessment platform (Oasys) or via the Saville
Completion time:
interpret and feed back report data.
may show a tendency to dwell on the

negative side of things, becoming
disheartened in the face of challenges
reasonably comfortable making decisions

which will shape own destiny
reasonably persistent in seeing things

through to the end, recovering from
setbacks as quickly as most people
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
27

Performance 360
360 Feedback on Performance Delivered in the Most Powerful Way
28
Applications
Report
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
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
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.
> 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
Adapting Approaches
Adjusting to Change
Thinking Positively (6); Embracing Change (5);

Inviting Feedback (2)
Giving Support
Understanding People (3); Team Working (2);

Valuing Individuals (3)
Meeting Timescales (4); Checking Things (2);

Following Procedures (1)
Structuring Tasks
Managing Tasks (4); Upholding Standards (1);
Producing Output (4)
Extremely
Conveying Self-Confidence (8); Showing

Composure (2); Resolving Conflict (3)
Processing Details
Very
Fairly
Unsure
Fairly
Very
Extremely
Effective
Showing Resilience
Delivering Results
Benefits
Ineffective
Driving Success
Taking Action (7); Seizing Opportunities (10);
Pursuing Goals (8)
Ratings are shown across 36 dimensions and summary

data is presented across the 12 Wave sections.
Narrative responses to three open questions are also
shown.
Rater Comments
Sample Candidate needs to keep doing well at...
Boss 1:
Driving his team to be positive and achieve results, creating a sense of

purpose and motivation - bringing in five big projects
Self 1:
Delivering results and growing the revenues
needs
to do
less of... Building and developing the team.
Peer 1:Sample Candidate
Seeking out
sales
opportunities.
Focusing on revenues
Boss 1:
Missing key facts or details - keeping client info up to date and keeping
consultants
in the
business and
up to
date with
what
and -his
team are
Peer 2:
delivering
his results
- spotting
chasing
down
big he
leads
being
doing
their accounts
positive
andin
encouraging
people
ReportSelf
1: 1:
Applying Specialist Expertise
Extremely
Very
Fairly
Effective
Unsure
Fairly
Performing at Work
Very
Extremely
Ineffective
Utilizing Expert Knowledge; Applying Specialist

Skills; Sharing Expertize
7
4
4
Global
Accomplishing Objectives
10
5
8
9
3
5
Self
Bit more
checking
ofin
facts
communication
across
the business
Involving
experts
too late
the and
process
to allow them
to input
into the would
and learning
to bring
in expertise
a little earlier
on some
big
design,help
making
unrealistic
demands
on internal
resources
without
projects
than scope
himself
checking
their rather
availability,
losing them
his cool
when challenged or criticised
Self 1:
Winning bigger customers and cross selling within these
Peer 1:
Understanding other people's position and being prepared to be flexible

with people and resources. Developing longer term strategies in addition
to focusing on the quarterly revenues

Seeking Career Progression; Demonstrating

Capabilities Required for High Level Roles;
Showing Potential for Promotion
Boss
Peer 2:Boss 1:
Administration
Achieving Personal Targets; Contributing to Team

Objectives; Furthering Organizational Goals
Demonstrating Potential
Getting
by irrelevant
motivating
hisdistracted
team - getting
results -detail
winning big projects - being
good fun
Being political and manipulating colleagues. Self interest often
outweighs the team/group goal, this is not constructive in a team
Sample Candidate
needs
at...
environment.
Canto
beimprove
over competitive.
Peer 1:
Peer
Report
Completion time:
> 10 minutes - Wave Performance 360
Requires a Saville Consulting Wave 360 accredited user
to interpret and feedback report data.
29

Job Profiler
Profiling the Key Drivers for Success
Comparison Group: Mixed Occupations (2007)

30
Applications
Report
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
Raters use a seven-point importance scale ranging from

Not important to Critical across the Wave behavior,
ability and global measures.
SOLVING PROBLEMS
Developing Expertise (5); Adopting Practical

Creating Innovation
Generating Ideas (5); Exploring Possibilities (5);
Developing Strategies (8)
Critically
Examining Information (7); Documenting Facts

(8); Interpreting Data (8)
Extremely
Very
Important
Fairly
Marginally
Not
Evaluating Problems
Understanding Word Meaning; Comprehending

Text; Making Verbal Inferences; Evaluating
Written Materials; Comparing Arguments
Critically
Extremely
Very
Working with Words
Convincing People (9); Articulating Information
(9); Challenging Ideas (9)
10
The report shows each stakeholders rating across the

measures. A summarized response is then shown for
the total rater group. Responses to two open-ended
questions conclude the report.
Comments
What key words best describe the purpose of the job?
Boss 1:
Developing a team, achieving success through others. Managing and

motivating a growing team. Building partnerships with accounts and
ensuring that we are linked to their strategies. High level business
development with major accounts.
Job Holder 1:
Comments
Winning business. Opening new
accounts. Generating profits. Driving
the team to success.
Please provide any additional information, including any special aspects or

Stakeholder
1:
Driving of
business
requirements
the job:wins. Generating new accounts. Recruiting and
Boss 1:
managing good sales people. Supporting and motivating colleagues.

Motivational skills are key as is a range of performance management
techniques and experience.
Job Holder 1:
Good product knowledge. Negotiating skills are important.
Stakeholder 1:
Experience in the HR sector is helpful.
Report 1:
No comments were made
Report 2:
Negotiation skills, Management skills,
Administration
Online administration via Saville Consultings
assessment platform, Oasys, or via our Bureau Service.
7
6
Working with Numbers
Understanding Tables; Comprehending Graphs;

Making Numerical Inferences; Evaluating
Quantities; Comparing Data
Completion time:
> Takes approximately 10 minutes per participant
9
9
8
Working with Details

Checking Letters and Text; Checking Numbers and
Tables; Checking Codes and Symbols; Identifying
Mistakes; Classifying Information
Interacting with People (9); Establishing Rapport

(9); Impressing People (7)
IMPORTANT
Important
Fairly
Marginally
Not
IMPORTANT
INFLUENCING PEOPLE
> 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
WORKING WITH INFORMATION
SUMMARY
IMPORTANT
Benefits
REASONING AT WORK
IMPORTANT
7
5
7

use of the Job Profiler in an organization.
Complementary webinar briefings are available and
recommended.
31
What Our Clients Say

"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
"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 Waves success and credibility is that its 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
"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
"We use Wave in our talent activities and development of senior management teams. We
can highly recommend the tools."
Novo Nordisk
32
A Selection of Our Clients
33
Saville Consulting Group Ltd

Suite 23
4 Wharf Street
St Helier
Jersey
JE2 3NR
British Channel Islands
Saville Consulting UK Ltd

Claygate House
Littleworth Road
Esher
Surrey
KT10 9FD
United Kingdom
Tel: +44 (0)1534 726820
Tel: +44 (0)20 8619 9000
info.group@savilleconsulting.com
info@savilleconsulting.com
Working across 80 countries in 35 languages

Argentina Australia Austria Bahrain Belgium Botswana Brazil Bulgaria Canada
Caribbean Chile China Colombia Czech Republic Denmark France Germany
Greece Honduras Hong Kong Hungary India Indonesia Ireland Italy Japan
Mexico Netherlands New Zealand Panama Poland Portugal Romania Russia
Saudi Arabia Singapore Slovakia South Africa South Korea Spain Sweden
Switzerland Turkey UK Ukraine United Arab Emirates Uruguay USA Venezuela
34
www.savilleconsulting.com
2015 Saville Consulting a Towers Watson Company. All rights reserved.

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Saville Consulting Wave

Styles Questionnaires and Reports

What Saville Consulting did for us was

Which Wave Reports are Powered by which Wave Questionnaires?

Wave Reports and Application Guidelines

Line Manager Report

Team Roles Report

Entrepreneurial Potential Report

What Our Clients Say

A Selection of Our Clients

The most powerful personality questionnaire for

The most valid indicator of competency potential and cultural fit

Integrated and flexible suite of output reports

Objective and competency-based

Illustrates existing capability and

Identifies the most and least

Identifies leadership potential for

Builds high-quality sales teams

360 feedback on performance

Saville Consulting. All rights reserved.

Recognizes negative and positive

Powerful predictor of the ability

Profiles the key drivers for success.

Which Wave Reports are Powered by which

Saville Consulting. All rights reserved.

Wave Reports and Application Guidelines

Saville Consulting Wave

The Wave model is a hierarchical model built

The Saville Consulting Wave Questionnaires use

establishes rapport reasonably quickly (5); puts relatively

less persuasive than most people (1); makes own point

Saville Consulting. All rights reserved.

Saville Consulting Wave

Professional Styles Report

The Saville Consulting Expert Reports are designed for

The Wave Professional Styles Expert Report is a

> Executive Summary Profile

is much less inclined to follow rules (2); strongly dislikes

less well organised than most people (2); very much

is concerned with being ethical (5); places less emphasis

> Detailed Behavioral Feedback - facilitates action

works at a moderately fast pace (5); works well when busy

> Maximize Culture Fit - by selecting and promoting the

> Quick and Objective Comparisons - of strengths and

> Benchmarking - against relevant groups

has relatively little focus on making sure the detail is right

> High Validity - ensures correct decisions are made

> Deep Dive - under the scores to describe the

places less emphasis on meeting deadlines than many

good at making things happen (7); impatient to get things

likely to identify business opportunities (8); fairly sales

driven to achieve outstanding results (8); fairly ambitious

Focus Styles Report

Predicted Culture/Environment Fit

The Wave Focus Styles Expert Report is a seven-page

> Response Summary

> Competency Potential Profile

Competency Potential Profile

Examining Information (2); Documenting

higher potential than about 25%

Developing Expertise (1); Adopting Practical

higher potential than about 1% of

Generating Ideas (2); Exploring Possibilities

higher potential than about 1% of