The COVID-19 crisis in Europe is now reaching a new critical phase, where governments are acting decisively to control a rapid spread of the virus. Numerous European countries are going into Lockdown, and taking measures to limit physical contact between people.
This crisis offers for Talent management also an opportunity. The focus of Talent management is not focused in what people, but on how they are doing it. The best indication of a manager’s future capabilities are those behaviors and traits that they show during times of crisis. Especially during times of deep crisis we are able to gain insights into the capabilities of our leaders. In this article it is explained how the theory behind Learning agility can support Talent managers with a thought framework to assess people in their organisation. In this articles we will first Agility in general and then focus on the five aspects of Learning agility.
The definition for agility is: “Agility is a distinct quality that allows individuals, teams & organizations to respond rapidly to changes in the internal and external environment, without losing momentum and whilst holding true to your purpose, values and vision.”
Looking at definition of agility we can make a distinction between 3 levels:
One of the assessment tools we advise our clients to use as a tool for assessing talent is Learning agility. From experience we know that this tool is very useful for predicting the potential people have. As defined above Learning agility is the ability to rapidly develop new effective behavior based on new experiences, which in the current environment is quite often the key for success. We think that in a crisis situation the five key elements provide a good framework for assessing the potential of (future-) leaders of an organisation. The five key elements of learning agility are:
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