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Job Profiler HR Director Report from Saville Consulting
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Job Profiler HR Director Report from Saville Consulting

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This report is based upon the Saville Consulting Wave® Job Profiler which assesses the relative importance of different areas to a job role. …

This report is based upon the Saville Consulting Wave® Job Profiler which assesses the relative importance of different areas to a job role.

The results are based on the ratings provided by the raters listed on the next page and reflect their perceptions of what is important to the job role. The responses have been compared to a group of over 700 raters in order to indicate how typical or unusual the level of importance assigned to the job role is in comparison to other job roles.

(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)

Published in: Business, Technology

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  • 1. ® Report for HR Director Job Profiler
  • 2. ® Contents Introduction to Report...................................................................................................................................... 3 Profile Breakdown.............................................................................................................................................. 4 Job Role Profile - Solving Problems.............................................................................................................. 5 Job Role Profile - Influencing People........................................................................................................... 6 Job Role Profile - Adapting Approaches..................................................................................................... 7 Job Role Profile - Delivering Results........................................................................................................... 8 Job Role Profile - Reasoning at Work.......................................................................................................... 9 Job Role Profile - Summary........................................................................................................................... 10 Job Role Profile - Behaviour Overview.................................................................................................... 11 Comments........................................................................................................................................................... 12 About this Report This report is based upon the Saville Consulting Wave® Job Profiler which assesses the relative importance of different areas to a job role. The results are based on the ratings provided by the raters listed on the next page and reflect their perceptions of what is important to the job role. The responses have been compared to a group of over 700 raters in order to indicate how typical or unusual the level of importance assigned to the job role is in comparison to other job roles. 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. This report was produced using Saville Consulting software systems. It has been derived from the results of an assessment completed by the rater(s) of the job role and reflect the responses they have made. This report has been generated electronically. Saville Consulting do not guarantee that it has not been changed or edited. We can accept no liability for the consequences of the use of this report, howsoever arising. The application of this assessment is limited to Saville Consulting employees, agents of Saville Consulting and clients authorised by Saville Consulting. Report for HR Director Generated on: 10-Mar-2008 Page 2 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 3. ® Introduction to Report This report is based on completion of the Saville Consulting Wave Job Profiler by various raters. The report gives feedback on the importance of different aspects of work to the job role. Raters The rater groups created specifically for this job role profile are shown below. The results provided by each rater group are represented by a different shape. The number of individuals in each rater group is shown in brackets. Boss (1) Job Holder (1) Stakeholder (0) Report (2) Job Role Profile - Behaviour Clusters The overarching Saville Consulting Wave® Behaviour Model has different levels of detail with four behaviour clusters (Solving Problems, Influencing People, Adapting Approaches, Delivering Results) at the highest level. Each cluster comprises of three sections which in turn cover three dimensions each. A behaviour dimension is defined through three facets. The results on the 36 behaviour dimensions are grouped into 12 sections with one page devoted to each behaviour cluster. Job Role Profile - Ability Cluster The Saville Consulting Ability Model has one ability cluster (Reasoning at Work) which is comprised of two sections that in turn each cover three dimensions. An ability dimension is defined through five facets. Job Role Profile - Summary The first part of the Job Role Profile Summary covers global ratings on: Applying Specialist Expertise, Accomplishing Objectives and Demonstrating Potential. This is followed by the total ratings which indicate how high or low the role requirements were rated overall on the behaviour, ability and global clusters. Job Role Profile - Behaviour Overview The Job Role Profile Behaviour Overview provides an overview of the job role where the results from the different rater groups have been combined to give a total score for each section of behaviour. Comments This section is a list of the comments provided by the raters. Report for HR Director Generated on: 10-Mar-2008 Page 3 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 4. ® Profile Breakdown The results show the ratings on a work importance scale from ‘Not Important’ to ‘Critically Important’. Each rater group is indicated by a different shaped marker as shown on the previous page. The position of each shape on the scale shows how the role being assessed was rated in each area. Where there is a difference between raters in a group, this is indicated by arrows either side of the marker. Example: Critically Extremely Very Important Fairly Marginally Not IMPORTANT 5 Managing Projects Planning Work; Monitoring Milestones; Ensuring Delivery 2 10 4 In the example above, the Boss rating on ‘Managing Projects’ was ‘Very Important’, the Job Holder rating was ‘Fairly Important’, the Stakeholder ratings ranged from ‘Very Important’ to ‘Critically Important’ as indicated by the arrows. Finally, the Report ratings ranged from ‘Marginally Important’ to ‘Extremely Important’. Comparison to Others: The results of the raters have been compared with the ratings of other roles that have previously been profiled and are based on a 1 to 10 sten scale as shown below. 1 - Extremely Low 2 - Very Low 3 - Low 4 - Fairly Low 5 - Average 6 - Average 7 - Fairly High 8 - High 9 - Very High 10 - Extremely High - importance higher than only 1% of comparison group - importance higher than only 5% of comparison group - importance higher than only 10% of comparison group - importance higher than only 25% of comparison group - importance higher than only 40% of comparison group - importance higher than 60% of comparison group - importance higher than 75% of comparison group - importance higher than 90% of comparison group - importance higher than 95% of comparison group - importance higher than 99% of comparison group In the example above, the Boss rating on ‘Managing Projects’ was ‘Average’ compared to the comparison group. The Job Holder rating was ‘Very Low’ compared to the comparison group. The Stakeholder ratings were ‘Extremely High’ and the Report ratings were ‘Fairly Low’ in comparison to other individuals. Report for HR Director Generated on: 10-Mar-2008 Page 4 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 5. ® Job Role Profile - Solving Problems 8 Examining Information 5 Processing Information; Asking Probing Questions; Finding Solutions EVALUATING PROBLEMS Critically Extremely Very Important Fairly SOLVING PROBLEMS Marginally Not IMPORTANT 8 9 Documenting Facts 3 Writing Fluently; Understanding Logical Arguments; Finding Facts 7 7 7 Interpreting Data Quantifying Issues; Applying Technology; Evaluating Information Objectively 6 9 INVESTIGATING ISSUES Developing Expertise 6 Taking Up Learning Opportunities; Acquiring Knowledge and Skills; Updating Specialist Knowledge 6 1 Adopting Practical Approaches 1 Applying Practical Skills; Learning by Doing; Applying Common Sense 4 7 7 Providing Insights Continuously Improving Things; Identifying Key Issues; Making Intuitive Judgements 7 7 7 Generating Ideas CREATING INNOVATION Producing Ideas; Inventing Approaches; Adopting Radical Solutions 6 6 Exploring Possibilities 7 Developing Concepts; Applying Theories; Identifying Underlying Principles 7 10 10 Developing Strategies Forming Strategies; Anticipating Trends; Envisaging the Future 8 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Stakeholder Page 5 of 13 Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 6. ® Job Role Profile - Influencing People 8 Interacting with People BUILDING RELATIONSHIPS Critically Extremely Very Important Fairly INFLUENCING PEOPLE Marginally Not IMPORTANT 9 Projecting Enthusiasm; Making Contact; Networking 7 5 Establishing Rapport 9 Putting People at Ease; Welcoming People; Making Friends 7 6 Impressing People 9 Attracting Attention; Promoting Personal Achievements; Gaining Recognition 4 9 COMMUNICATING INFORMATION Convincing People 6 Persuading Others; Shaping Opinions; Negotiating 6 10 Articulating Information 7 Giving Presentations; Explaining Things; Projecting Social Confidence 9 7 Challenging Ideas 8 Questioning Assumptions; Challenging Established Views; Arguing Own Perspective 7 9 PROVIDING LEADERSHIP Making Decisions 5 Deciding on Action; Assuming Responsibility; Standing by Decisions 6 9 Directing People 3 Leading People; Co-ordinating Groups; Controlling Things 8 9 Empowering Individuals 7 Motivating Individuals; Inspiring People; Giving Encouragement 10 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Stakeholder Page 6 of 13 Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 7. ® Job Role Profile - Adapting Approaches Critically 6 Conveying Self-Confidence 4 Projecting Inner Confidence; Determining Own Future; Valuing Own Contributions SHOWING RESILIENCE Extremely Very Important Fairly ADAPTING APPROACHES Marginally Not IMPORTANT 8 8 Showing Composure 5 Staying Calm; Tolerating Stress; Dealing with Pressure 9 4 Resolving Conflict 6 Calming Upset People; Handling Angry Individuals; Resolving Arguments 8 6 6 Thinking Positively ADJUSTING TO CHANGE Being Optimistic; Recovering from Setbacks; Projecting Cheerfulness 5 8 Embracing Change 9 Coping with Change; Tolerating Uncertainty; Adapting to New Challenges 6 7 Inviting Feedback 4 Acknowledging Criticism; Encouraging Critical Thinking; Gathering Feedback 7 3 3 Understanding People GIVING SUPPORT Showing Empathy; Listening to People; Understanding Motivation 7 6 Team Working 1 Working Participatively; Encouraging Team Contributions; Involving Others in Decisions 6 6 Valuing Individuals 2 Showing Consideration; Tolerating Others; Trusting People 8 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Stakeholder Page 7 of 13 Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 8. ® Job Role Profile - Delivering Results Critically Extremely Very 6 Meeting Timescales 5 Meeting Deadlines; Keeping to Schedule; Finishing Tasks PROCESSING DETAILS Important Fairly DELIVERING RESULTS Marginally Not IMPORTANT 7 4 Checking Things Finding Errors; Ensuring Accuracy; Producing High Quality Work 1 8 4 Following Procedures 1 Adhering to Rules; Following Instructions; Minimising Risks 7 3 3 Managing Tasks STRUCTURING TASKS Working Methodically; Planning Activities; Setting Priorities 6 9 Upholding Standards Behaving Ethically; Maintaining Confidentiality; Acting with Integrity 1 8 7 Producing Output 4 Working Quickly; Maintaining Productivity; MultiTasking 6 7 7 Taking Action DRIVING SUCCESS Making Things Happen; Using Initiative; Investing Energy 6 3 Seizing Opportunities 5 Identifying Business Opportunities; Generating Sales; Outperforming Competitors 5 6 Pursuing Goals 4 Achieving Outstanding Results; Acting with Determination; Persisting through Difficulties 6 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Stakeholder Page 8 of 13 Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 9. ® Job Role Profile - Reasoning at Work Critically Extremely Very Important Fairly REASONING AT WORK Marginally Not IMPORTANT Working with Words 9 WORKING WITH INFORMATION Understanding Word Meaning; Comprehending Text; Making Verbal Inferences; Evaluating Written Materials; Comparing Arguments 8 8 Working with Numbers 7 Understanding Tables; Comprehending Graphs; Making Numerical Inferences; Evaluating Quantities; Comparing Data 7 9 Working with Details 3 Checking Letters and Text; Checking Numbers and Tables; Checking Codes and Symbols; Identifying Mistakes; Classifying Information 3 8 Working with Systems 5 Understanding Logical Rules; Comprehending Process Diagrams; Identifying Causes; Finding Faults; Comparing Flowchart Sequences 5 WORKING WITH THINGS 7 Working with Designs 4 Estimating Lengths and Angles; Recognising Rotated Shapes; Visualising Three- Dimensional Objects; Inspecting Objects; Designing Things 6 6 Working with Equipment 4 Understanding Mechanical Problems; Comprehending Physical Principles; Estimating Movement of Objects; Using Tools; Operating Machinery 5 4 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Stakeholder Page 9 of 13 Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 10. ® Job Role Profile - Summary Applying Specialist Expertise 7 Utilising Expert Knowledge; Applying Specialist Skills; Sharing Expertise Critically Extremely Very Important Fairly PERFORMING AT WORK Marginally Not IMPORTANT 7 7 GLOBAL Accomplishing Objectives 7 Achieving Personal Targets; Contributing to Team Objectives; Furthering Organisational Goals 6 8 Demonstrating Potential 5 Seeking Career Progression; Demonstrating the Capabilities Required for High Level Roles; Showing Potential for Promotion 5 5 Total Behaviour Profile Rating 7 Summary of importance ratings across 36 behaviour dimensions 4 8 TOTAL Total Ability Profile Rating 5 Summary of importance ratings across 6 ability dimensions 6 7 Total Global Rating 7 Summary of importance ratings across 3 global performance dimensions 6 7 Boss Report for HR Director Generated on: 10-Mar-2008 Job Holder Page 10 of 13 Stakeholder Report Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 11. ® Job Role Profile - Behaviour Overview Critically Extremely Very Important Fairly SUMMARY Marginally Not IMPORTANT SOLVING PROBLEMS Evaluating Problems 7 Examining Information (7); Documenting Facts (6); Interpreting Data (7) Investigating Issues 5 Developing Expertise (7); Adopting Practical Approaches (1); Providing Insights (7) Creating Innovation 8 Generating Ideas (7); Exploring Possibilities (7); Developing Strategies (9) INFLUENCING PEOPLE Building Relationships 8 Interacting with People (8); Establishing Rapport (7); Impressing People (6) Communicating Information 8 Convincing People (7); Articulating Information (9); Challenging Ideas (7) Providing Leadership 8 Making Decisions (6); Directing People (6); Empowering Individuals (9) ADAPTING APPROACHES Showing Resilience 7 Conveying Self-Confidence (6); Showing Composure (8); Resolving Conflict (6) Adjusting to Change 7 Thinking Positively (5); Embracing Change (8); Inviting Feedback (6) Giving Support 5 Understanding People (4); Team Working (5); Valuing Individuals (6) DELIVERING RESULTS Processing Details Meeting Timescales (6); Checking Things (3); Following Procedures (4) 4 Structuring Tasks Managing Tasks (4); Upholding Standards (5); Producing Output (6) 5 Driving Success 6 Taking Action (7); Seizing Opportunities (4); Pursuing Goals (6) Report for HR Director Generated on: 10-Mar-2008 Page 11 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 12. ® Comments What key words best describe the purpose of the job? Boss 1: Ensuring HR Best Practice and legal compliance across the business Leading a developing the HR team Adopting a business poartner approach with internal clients Report 1: Leading the HR team Furthering the cause of HR in the business and ensuring best practice Report 2: To ensure that he manages the HR function to ensure effective delivery of the HR service through the period of change. To meet the need of our internal customers in a timely and effective manner. To develop staff effectively. Report for HR Director Generated on: 10-Mar-2008 Page 12 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.
  • 13. ® Comments Please provide any additional information, including any special aspects or requirements of the job: Boss 1: Knowledge of Employment Law Assessment expertise Used to working with technical specialists Job Holder 1: Requires special knowledge of change management, assessment etc Report 1: Encouraging the development of skills and accelerated learning Report 2: Clear need of HR training/experience as well as effective management skills Report for HR Director Generated on: 10-Mar-2008 Page 13 of 13 Comparison Group: Mixed Occupations (2007) © 2007 Saville Consulting. All rights reserved.

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