"The illiterate of the 21st Century are not those who cannot read and write but those who cannot learn, unlearn and relearn.” - Alvin Toffler
As Toffler stated, learning agility is critical in the future of work, with people who are high in learning agility better able to demonstrate a set of attributes and behaviors that allow them to deal with the unexpected, embrace new challenges, and achieve results under difficult first-time conditions.
Learning agility is defined as the willingness and aptitude to learn from experience and apply that learning to new and innovative situations, frequently in unusual or creative ways.
According to research, highly learning agile individuals make very active organizational members because they are outgoing, creative, methodical perfectionists, and not hesitant to voice their thoughts. Additionally, learning-agile people appear to be more resilient, which suggests that they not only actively seek out novel and difficult situations that may serve as learning opportunities but also successfully handle these difficulties to facilitate learning.
What makes a highly Learning Agile individual?
Research suggests there are 5 key characteristics of a Learning Agile Person:
Innovating: They are currently thinking of new, fresh ideas.
Performing: They can remain calm and composed in stressful situations.
Reflecting: They take the time to reflect on their experiences.
Risking: They take chances and challenge themselves.
Defending: They are constantly open to learning and resist the temptation to become defensive in the face of adversity.
General cognitive ability also plays a crucial role. Research indicates that individuals with high cognitive abilities flourish because they can store knowledge and skills more effectively, retain more information in working memory, and pick up new material quickly from their experiences
Learning Agility and Leadership
Learning Agility is also a key trait to being a good leader in a workplace. Why? Learning agile individuals are more likely to take constructive feedback and implement changes to make themselves better performers, they lack the need to constantly defend themselves, they are flexible, and they are able to handle stressful scenarios.
What does the Learning Agility Indicator look like?
The Learning Agility Indicator will be presented on your account as you see in the image below and you will be able to assess whether a candidate exhibits the Learning scores needed for success.
💡 Remember that there is no need for the candidates to undertake any additional assessment in order for you to have access to the Resilience Indicator.
Click here for instructions on how to add Indicators to your assessments.
If you want to see if Indicators are available for your plan, check out the Feature Availability article. Of course, in case you need any further information or guidance we are always happy to help! :) :)
Learning Agility Interview Questions: A few interview questions that will be helpful for you during your interview.
What new skills have you learned in your previous work?
How do you keep yourself updated about advancements in your field?
Describe a time when you had to do something for the first time in the workplace. What were your feelings? What did you learn by doing it?
Describe how you would approach a new task. What steps would you follow to get started on it?
Describe a time when you asked for feedback. Who did you ask the feedback from? Explain the reasons for asking for feedback.
Describe a time you made a mistake at work. What did you learn from that?
References
De Meuse, K. P., Dai, G., & Hallenbeck, G. S. (2010). Learning agility: A construct whose time has come. Consulting Psychology Journal: Practice and Research, 62(2), 119–130. https://doi.org/10.1037/a0019988
Kanfer, R., & Ackerman, P. L. (1989). Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74(4), 657–690. https://doi.org/10.1037/0021-9010.74.4.657
Lombardo, M. V., & Eichinger, R. W. (2000). High potentials as high learners. Human Resource Management, 39(4), 321–329. https://doi.org/10.1002/1099-050x(200024)39:4
McCauley, C. D. (2001). Leader training and development. In S. J. Zaccaro & R. J. Klimoski (Eds.), The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders (pp. 347–383). Jossey-Bass/Wiley.