Work Roles Group Report - Assessment Technologies Group

1

Work Roles – Group Report

Sample

Team Members: Samples

Why is effective team working important?

2© 2016 Saville Consulting, Willis Towers Watson. All rights reserved.

New job roles at work generally have a team-oriented component

Organizations are becoming flatter, leaner and more agile

The time spent by managers and employees in collaborative activities has increased by 50% or more (over

the last two decades)

More than three-quarters of an employee’s day is spent communicating

with colleagues

75%

Perf

orm

ance

How Groups Bond Together?


Time

Starting to learn

about others

Forming

Challenging each

other

Storming

Working with each

other

NormingWorking as one

Performing

Perf

orm

ance

Time

Diverse Teams?

4

Do groups benefit from having individuals with different roles?

Teams of individuals with lots of different work roles tend to be more successful at doing

diverse tasks.

© 2016 Saville Consulting, Willis Towers Watson. All rights reserved.

Teams with the same roles

Teams with many different roles

Wave Professional Styles Model

5

The Eight Work Roles



Work Role Strengths

ANALYST

Analysts use their intellect and

expertise to break down and evaluate

information. They seek the right answer.

Key Strengths

• Skilled at evaluating various sources

of information

• Likely to take a logical approach to

problem solving

• Typically inclined to explore all the

available possibilities

INNOVATORInnovators take a creative approach to

problem solving and often develop

long-term strategies

Key Strengths

• Typically provide original solutions

• Tend to offer unconventional and

valuable insights

• Are likely to have a vision for the future

RELATOR

Relators actively communicate with

others and can help improve the social

interaction.

Key Strengths

• Typically communicate information

effectively to others

• Tend to interact confidently with other

people

• Are likely to make a positive

impression upon others

ASSERTOR

Assertors readily take control of

situations and coordinate people well.

They prefer to be the leader.

Key Strengths

• Are likely to give clear direction to

others

• Tend to be purposeful and confident in

their decision-making

• Typically try to encourage and

empower others


Work Role Strengths


Work Role Strengths

OPTIMIST

Optimists tend to be resilient and can

stay calm under pressure. They can

help to keep morale high.

Key Strengths

• Typically remain composed in difficult

circumstances

• Are likely to convey confidence in

themselves and others

• Tend to maintain a positive outlook

SUPPORTER

Supporters attend to the needs of

others and prefer a team-oriented

approach.

Key Strengths

• Are likely to understand the needs

and feelings of other people

• Are typically effective at team working

• Tend to establish rapport with others

easily


Work Role Strengths

FINISHERFinishers focus on getting things

completed to a high standard and pay

attention to detail. They tend to be

meticulous and check things thoroughly.

Key Strengths

• Tend to be meticulous and check

things thoroughly

• Typically adhere to timescales and

meet deadlines

• Are likely to keep tasks moving and

finish off projects

STRIVER

Strivers push hard to achieve ambitious

results. They are often highly

enterprising and competitive.

Key Strengths

• Are likely to pursue goals with

enthusiasm

• Tend to produce a lot of output

• Are typically good at identifying and

seizing opportunities

Dual Roles


Too Many or Too Few


AN

ALY

ST

S

+ Too Many

• Delay action on key issues when there is information to analyse

• Over-analyze at the expense of outcomes

• Under weight the importance of factors that are harder to quantify

- Too Few

• Act without taking full account of the facts

• Give insufficient time and resource to evaluation

• Are unlikely to conduct a thorough assessment of the key risks

INN

OV

AT

OR

S

+ Too Many

• Focus on long-term solutions at the expense of immediate concerns

• Spend time considering new approaches which are not delivered

• Introduce new ideas that distract from delivering the core service

- Too Few

• Don’t keep up with new ideas and opportunities for improvement

• Favor tried and tested methods even when better new methods are

available

• Focus on immediate operational issues rather than setting future

strategy

Too Many or Too Few


RE

LA

TO

RS

AS

SE

RT

OR

S

+ Too Many

• Spend too much time talking

• Over-promote the achievements of the group

• Introduce distraction with too many unnecessary interactions

- Too Few

• Don‘t engage enough with other groups or teams

• Get less recognition for all their hard work

• Are less inclined to get external resources to help the group

+ Too Many

• More than one leader can lead to a struggle for power

• Make decisions without sufficient consultation or buy-in

• Stand by decisions which prove to be less effective

- Too Few

• Lack leadership and clarity of direction

• Become easily dominated by other teams or groups

• Take too much time to make key decisions

Too Many or Too Few


OP

TIM

IST

SU

PP

OR

TE

R

+ Too Many

• Are over-confident about the chance of group success

• Underestimate problems and concerns

• Portray a lack of concern for the severity of a problem

- Too Few

• Over react to pressure

• Find it difficult to see the positives

• Lack confidence in the group’s ability

+ Too Many

• Allow personal issues to comprise work output

• Tolerate poor performance too easily

• Avoid making business critical decisions that negatively impact people

- Too Few

• Lack of focus on group goals

• Show less consideration for personal problems

• Less willing to help out other areas of the business

Too Many or Too Few


FIN

ISH

ER

ST

RIV

ER

+ Too Many

• Start work before it is properly thought through

• Miss opportunities for last minute major change and improvement

• Are too narrowly focused on deadlines

- Too Few

• Move on to new tasks before things are completed

• Less concerned with meeting deadlines

• Give insufficient time for checking

+ Too Many

• Pursue goals which may be of limited value

• Drive the group too hard at times

• Relationships can be affected by high levels of competition

- Too Few

• Lack of enthusiasm in the pursuit of difficult goals

• Miss new business opportunities

• Are less productive as a group

A Diverse Group but Weighted Towards…?


Finance & Accounting / Research & Development /

Technology & EngineeringAnalyst

Finance & Accounting / Research & Development /

Technology & Engineering

Creative, Design and Advertising Innovator

Communications & Public Relations / Sales, Marketing &

Business Development Relator

Consulting & Business Management Assertor

Business, Leadership, Commercial, SalesStriver

Work Role Career Area Examples

Administration, Quality Control & Data Processing /

Operations, Logistics & Production Finisher

Trading, Telesales, Call Centre, Emergency ServicesOptimist

Human Resources, Training & Coaching / Health &

Customer Service Supporter

Most Preferred Roles

17

Primary Roles




Secondary Roles


19

Primary and Secondary Roles


Least Preferred Roles

20




21

Second Least Preferred Roles



22

Least and Second Least Preferred Roles


Most and Least Preferred Roles


Work Roles Group Report - Assessment Technologies Group

Documents

Transcript of Work Roles Group Report - Assessment Technologies Group