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HR managers are vital resources in spotting and developing learning agility in any organisation. Research from many important human resources authorities has shown that the ability to learn from experience is one of the key characteristics of people with high potential. High potential employees usually have learning agility but not always. Those who respond flexibly to new processes and institutional changes perform even more efficiently than high potential employees.

What Is Learning Agility?

Learning agility is the ability to incorporate new material quickly, and the concept developed in the business world where it was found that the capacity to learn quickly and use that information in business was the strongest predictor of success. Those with agility show strong leadership qualities. Only about one-third of high-potential employees live up to their promise, but those with various dimensions of learning agility perform at the highest rate. These skills can be developed and improved. Those with different agilities learn quickly from information and experience, take risks, strive for growth and exhibit resiliency. These people absorb information through books and classes, peer learning, direct experience and reflections on past performances. Even failure can prove valuable to those with agility because they grow from their unsuccessful experiences.

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The Five Dimensions of Learning Agility

Learning agility isn’t a single skill but a broad area that includes at least five aspects of learning. Each person is likely to have relevant skills and shortcomings in different categories, so it’s critical to determine how each employee ranks in five categories. These categories, which were identified by Korn/Ferry Lominger after extensive research, include:

Mental Agility

Mental agility, despite common misinterpretation, doesn’t mean intelligence and book smarts but is closer in meaning to street smarts. Those with mental agility are curious and work quickly to identify the salient practicalities in new information and work processes. These people cut through extraneous information, quickly find the most relevant insights and use that data to improve business practices and perform their duties at the highest level.

People Agility

People Agility consists of people skills and leadership qualities. Those with people agility connect with others on an emotional level and display genuine empathy. Others look to them when changes occur, or a crisis develops. These individuals work through conflict, value diversity and obtain actionable insights from different perspectives.

Change Agility

People with change agility thrive on new challenges and first-time endeavours. Unlike individuals who prefer highly structured and predictable work situations, these workers prefer to challenge the status quo, try new methods and improve business operations and their work environments. These individuals aren’t afraid to fail because they learn something even when they don’t succeed the first time.

Results Agility

Results agility is similar to change agility, but those with strong results agility strive to succeed the first time. These people consistently deliver the best results when undertaking new challenges.


Self-awareness is a critical element of career success. Individuals who know their strengths and weaknesses perform better on average than those with any of the other skills. A Cornell study found that accurate self-awareness was the greatest factor in predicting leadership qualities and career success.

Smart managers and HR staff encourage development in each area while using relative skills and weaknesses to allocate resources more efficiently. For example, those with strong people skills might become managers, front-office staff or salespeople. Those with self-awareness know their limitations and try to get projects within their respective wheelhouses. Results-oriented performers show others how to succeed in new projects, and those with change agility find new and better ways to accomplish their duties.

Why Is Learning Agility Important?

Today’s complex and competitive business environment has generated many changes in standard operating procedures including more flexible and agile responses to change. Leaders can’t rely on traditional practices where employees follow well-established and rigid rules. Savvy leaders respond proactively to change and industry trends, and they do so by inspiring and cultivating learning agility in their teams. Fostering a learning ecosystem gives employees the tools to access educational resources, advance their careers and establish themselves favourably in their industries and among their peer-to-peer contacts.

Learning Agility’s Relevance in Developing Leadership Qualities

Leadership qualities often occur naturally in certain individuals, but these qualities can be developed by cultivating learning agility. Today’s rapidly evolving business trends require new skills and a willingness to adapt. Developing agility helps to foster the right leadership qualities that statistics show are increasingly essential. Research conducted by Forrester and the Business Marketing Association found the following relevant insights:

  • Leadership qualities are important because 88 percent of workers turn to their peers for data and insights.
  • About 34 percent of people feel overwhelmed by change, so learning agility becomes increasingly critical.
  • 60 percent of HR departments actively recruit younger people because they are more comfortable with digital technologies and innovations.
  • 21 percent of workers feel that their skills have already become obsolete.

Predictors of Learning Agility

There are many benchmarks for predicting learning agility. The best forecasters are based on core competencies, which is why it’s critical to analyse work performance to identify strengths and weaknesses. Managers can strengthen the analysis by monitoring performance carefully, challenging teams to develop new skills and encouraging team members to identify and reflect on their strengths and weaknesses. Some of the best predictors of people who have learning agility include:

  • Deals with ambiguity
  • Shows strong problem-solving skills
  • Learns on the fly
  • Manages conflict well
  • Listens actively
  • Demonstrates perspective
  • Sizes up people quickly
  • Deals well with paradoxes
  • Works well alone
  • Pursues personal learning
  • Demonstrates patience
  • Grasps process management imperatives
  • Thinks creatively
  • Understands others through high empathy
  • Retains composure in difficult situations
  • Motivates others
  • Organises efficiently
  • Shows accurate self-knowledge
  • Has command skills and leadership qualities
  • Recognises political issues and deals with them perceptively

How to Cultivate Learning Agility

HR staff and managers can cultivate learning agility by creating supportive environments for taking risks and learning new skills. Creating a conducive environment for learning involves designing workspaces that are free-flowing instead of trapping people in small cubicles. The best learning environments go beyond the physical to include the entire ecosystem of the organisation. That includes workspace design, managerial and executive support for innovation and building a learning culture. Identify, recognise and encourage people to develop leadership qualities.

It’s critical to give people enough space to experiment through trial-and-error. Encourage workers to take educated risks without delivering recriminations for failure. It’s important to develop a mindset of openness and receptivity to new ideas and different ways of doing things. Managers can reward workers based on how quickly they learn new skills. Motivating people to learn is a direct benefit of developing managers who have strong leadership qualities. Best practices for fostering workplace agility include:

  • Discussing inspirational stories and case studies of creativity and innovation
  • Initiating group discussions where people build pro-and-con arguments for specific initiatives
  • Solving problems with a logical and systematic approach
  • Carefully considering each team member’s viewpoint, beliefs and values
  • Incorporating different perspectives in action plans
  • Evaluating arguments critically to encourage rational thinking
  • Offering developmental, educational and micro-learning resources
  • Promoting people who quickly absorb new skills
  • Using rewards, recognition and gamification to help developing leadership qualities
  • Providing mentors, coaches and peer-to-peer assistance for learning new skills

Learning agility is perhaps the single most critical benchmark that determines business success, employee potential and leadership qualities. HR managers face enormous challenges for succession planning, retaining top talent and troubleshooting change management. Leaders must continually adapt to succeed and remain competitive. Fostering greater learning agility provides the critical blueprints for developing talent in-house and promoting staff loyalty and career satisfaction.

By : Ari Kopoulos

         EmployeeConnect (CEO )


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ADR Daily is a specialized news portal with a focus on providing authentic news, information and research analysis on Appropriate Dispute Resolution (ADR), Human Resource Management (HRM) and Industrial Relations Management (IRM) in Ghana and beyond. This platform serves as an information resource base for the progress of the ADR, HRM and IRM industries, and seeks to promote professionalism in ADR practice by supporting a network of ADR professionals within and across nations and continents. ADR Daily keenly encourages the mass adoption of ADR mechanisms, particularly negotiation, mediation and arbitration for the resolution of disputes in all spheres, through the publication of industry news and information, as well as by deploying innovative awareness creation engagements.