understanding and applying tools to identiFy and ... - Lominger

Recent research has shown that rating patterns for learning agility arequite consistent across different global regions, supporting our view thatlearning agility is a quality that is normally distributed throughout thepopulation and doesn’t differ along lines such as age, gender, or levelin the organization. Learning agility, it seems, can be found just aboutanywhere.To support your organization’s efforts to search broadly for learningagility, we have recently expanded the number of languages in which thesurvey is available. The current list includes Spanish, French, German,Italian, Brazilian Portuguese, Simplified Chinese, and Japanese.The survey is delivered to all raters in the same format (81 randomizeditems) and takes about 15–20 minutes to complete. E-mail invitationsto raters can be customized to inform them about the organization’spurpose for conducting the survey and to provide specific instructions.Recent research has shownthat rating patterns forlearning agility are quiteconsistent across differentglobal regions...The Global Survey Center will work with you to:• Confirm rater assignments.• Provide status completion reports.• Issue reminders and process reports in a timely manner.Reports come in a choice of two basic formats: a “short report,”commonly used for succession planning purposes and a “long report,”typically used for development purposes.The eChoices Online Survey “Short Report” Format. Thisreport provides the necessary information that talent managers andorganizational leaders need to assess whether an individual meets thecriteria for having high levels of learning agility and should be designatedas having high potential. The report highlights an individual’s overalllearning agility score and how it ranks compared to our norms and alsoprovides scores on the four learning agility factors and 27 dimensions.The raters for the short report are generally the individuals directlyinvolved in and responsible for making talent decisions for theorganization or a particular business unit. Raters typically include theindividual’s boss, the boss’s boss, and someone in a senior talentmanagement role. The individual being rated is typically not includedas a self-rater and in some instances may be unaware that he or she isbeing rated.3

Sample Participant 9/26/08Factor SummaryCHOICES® ARCHITECTMulti-Rater ReportRANKNot At All LikeThisLess Often ThanMostAbout Like MostPeopleBetter / MoreOften Than MostFACTORS MEAN 1 2 3 4 5The ClearestExample of ThisUnratedItemsLomingerNormAverageNormPercentile1.0 Factor IV: Results Agility 4.252% 3.50 902.0 Factor I: Mental Agility 3.875% 3.33 84-863.0 Factor III: Change Agility 3.855% 3.33 78-814.0 Factor II: People Agility 3.792% 3.36 81Excluding self as a rater is strongly recommended for two reasons:1. Our best practices support keeping the succession planningprocess a private one, at least until the organization hasestablished a highly refined and successful talent review process.Transparency, while well-intentioned, can lead to difficulties,particularly when individuals feel excluded or passed over.The long report format isideal when the organizationwants to rate someone’slearning agility purely fordevelopmental purposes.2. Research consistently shows that individuals are not effective atrating themselves on Choices Architect ® — individuals rated lowby others typically overrate themselves, while the opposite istrue of individuals rated high by others in learning agility. Thesediscrepancies can lead to awkwardness, even conflict, especiallywhen individuals perceive their learning agility to be much higherthan others see it.© Copyright 2007 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. All Rights Reserved.Page 11 of 57The eChoices Online Survey “Long Report” Format. The longreport format is ideal when the organization wants to rate someone’slearning agility purely for developmental purposes. This may occur at thepoint where someone has already been confirmed by the organizationas a high potential or when the individual is working in a role that has ahigh demand for learning agility in order to be successful.Rater selection for the long report differs from the short report. Typically,the rater list is expanded to include not only the boss and other seniorlevelraters, but also peers and direct reports. In this case, the individual4

eing rated is usually involved as a self-rater. The combination ofmultiple, diverse raters and comparison between self and other ratingsgives the individual an experience more typical of a 360° feedbacksurvey and facilitates awareness and development.Sample Participant 9/26/08Group SummaryCHOICES ARCHITECT®Multi-Rater ReportH = among the 1/3 highestL = among the 1/3 lowestRANKRATING ITEM GROUP RANGE MEAN 1 2 3 4 5Not At All LikeThisLess Often ThanMostAbout Like MostPeopleBetter / MoreOften Than MostThe ClearestExample of ThisGAPINDICATORH/LSelf 3-54.50H1.0 Factor IV: Results AgilityAll Others 2-5 4.25-0.25 HDirect Manager(s) 3-5 4.42-0.08Other Manager(s) 2-5 3.63-0.87Peers 3-5 4.540.04Direct Reports 3-5 4.38-0.12HHHHSelf 3-43.33L10.0 Dimension 24: Inspires Others3.98All Others 2-5 0.65(Results Agility)4.00Direct Manager(s) 3-5 0.67Other Manager(s) 2-4 3.00-0.33Peers 4-5 4.671.34LHDirect Reports 3-4 3.830.50The eChoices Online Survey long report includes the same content asSelf 3-3 3.00Lthe short report, plus two additional sections:13.0 24. Can inspire a team to work hard.All Others 3-5 4.171.17 HDirect Manager(s) 5-5 5.002.00 H• An item report that features Other Manager(s) a rank-ordered 3-3 3.00 list of scores on each0.00 LPeers 4-5 4.501.50of the 81 survey items.Direct Reports 4-4 4.001.00• A summary report that provides a breakdown of ratings from eachrating group for every item, dimension, and factor and highlightsSelf 4-4 4.00self-other rating differences.10.5 51. Can state his/her case orAll Others 4-5 4.290.29 Hviewpoint with energizingDirect Manager(s) 4-4 4.000.00passion.Choices Architect ® 4.00Quick Score Questionnaire –5.00Ideal When You Need Instant Scoring4.00Other Manager(s) 4-4 0.00Peers 5-5 1.00Direct Reports 4-4 0.00The Quick Score format provides a paper-based alternative to theelectronic survey and is ideal when a limited number of surveys are© Copyright 2007 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. All Rights Reserved.being delivered or when instant scoring is required.HHPage 27 of 57Each Quick Score Questionnaire:• Is designed to be completed by a single rater. (Completedquestionnaires can be gathered and quickly scored by accessingthe built-in scoring feature.)5

• Yields precise overall learning agility and factor scores.• Provides dimension-level results that can be interpreted visually.In a succession planning setting, the raters could do a simultaneousrating and scoring of an individual and then immediately discuss theresults. In a coaching and development setting, the coach and learnercould each fill out the questionnaire, score, compare results, and sharetheir insights.Choices Architect ® Sort Card Deck and Quick ReferenceGuide – A Hands-On Approach for Assessing LearningAgilityChoices Architect ® Sort Cards can be used for the same purposesas the electronic and paper surveys. The only difference is themethodology—raters sort individual item cards and complete thescoring process using a system of scoring sheets.The sort cards also provide applications that the electronic and paperbasedtools do not. In particular, cards can be sorted using what iscalled a “flat sort” methodology that evenly divides items into categories.Instead of yielding a specific score, a flat sort offers a comparison of therelative strength or importance of different dimensions or factors. Thisis very useful when comparing the relative strengths of team membersor trying to determine which dimensions or factors of learning agility aremost important for a particular job role.An accompanying manual, the Choices Architect ® Quick ReferenceGuide, provides specific guidelines for conducting a variety of cardsorts. The highlighted applications include:• Assessing Potential• Selecting People for Developmental Assignments• Assessing Teams• Assessing Development Needs of High Potentials• Profiling Jobs, Situations, or Tasks6Choices Architect ® Technical Manual – Documents theResearch Foundation for Learning AgilityThe Choices Architect ® Technical Manual provides insight into theresearch underpinnings for Choices Architect ® . The manual includes

overviews of validation studies, a summary of research findings,percentile charts, references, and FAQ responses. This manual isessential for individuals who are responsible for being subject-matterexperts for the application of Choices Architect ® in their organization aswell as for those who are undertaking their own applied research effortsusing the instrument.Getting Started with Choices Architect ®Choices Architect ® is a restricted set of tools, meaning that certificationis required from Korn/Ferry Leadership and Talent Consulting toadminister and interpret the survey results and provide feedback. Publicand in-house certifications are readily available that cover the researchbasis for Choices Architect ® , review the purpose of each tool, andprovide recommendations and practice in applying them.Before applying ChoicesArchitect ® , it is veryimportant to define thespecific purpose for whichthe tool will be applied.Following certification, the Choices Architect ® tools can be purchaseddirectly from Lominger International and applied by certified practitioners.In the case of the eChoices Online Survey, the Global Survey Centerwill guide you through a one-time client set up process and then workwith you to launch and administer subsequent survey engagements.Tips for Using Choices Architect ®Before applying Choices Architect ® , it is very important to define thespecific purpose for which the tool will be applied, who will be rated,who will conduct ratings, the specific method to be used, and how theprocess will unfold. A pre- and post-implementation communication planis also essential.There are many correct ways to implement Choices Architect ®depending on the particular purpose, the people involved, and how theevaluation of learning agility relates to other talent management efforts.Every situation presents a unique set of implementation considerations.However, there are two practices we consistently recommend as part ofany Choices Architect ® implementation, particularly in the early stages:Every situationpresents a unique setof implementationconsiderations.1. Make sure you have spent sufficient time orienting keystakeholders to what learning agility is and why it is important.Typically, a two-hour interactive workshop with senior managersthat might incorporate a sample card sort or an overview of aneChoices Online Survey report is a good way to get started.The sooner a person understands what learning agility looks like7

in behavioral terms and how it is critical to the organization’stalent management efforts, the better positioned he or she willbe to deliver valid ratings and make informed decisions using thetool.The sooner a personunderstands whatlearning agility lookslike in behavioral termsand how it is critical tothe organization’s talentmanagement efforts, thebetter positioned he orshe will be to deliver validratings and make informeddecisions using the tool.2. Avoid the temptation to roll out Choices Architect ® on a grandscale. Instead, pick a target population for a pilot run. Thisapproach helps ensure you are applying the tool in the manneryou intended, resolves any questions you might have, and makesany necessary adjustments to the process before going forward.Resources from Korn/Ferry Leadership and Talent Consulting canassist you and help guide your efforts during this initial phase.Acquiring a Choices Architect ® Intellectual PropertyLicenseAfter applying Choices Architect ® for a period of time, manyorganizations show an interest in taking some of the language relatedto learning agility and embedding it into other aspects of their talentmanagement operations and/or making some modifications to thecontent to fit their particular needs.To facilitate this process, we provide our clients with the opportunityto acquire an intellectual property license. This gives you the freedomand flexibility to apply the Choices Architect ® content in a way that bestfits your needs and seamlessly blends it into your practices. If you areinterested in finding out more about an intellectual property license,contact our licensing department at licensing@kornferry.com.Frequently Asked QuestionsWe have included some of the most commonly asked questionsabout our Choices Architect ® tools and the process of measuringlearning agility. If you have more questions, you may want to contactus at customerservice@kornferry.com or by calling +1 877-345-3610(US/Canada) or +1 952-345-3610 (International).81. What if someone I consider to be a high potential doesn’t scorehigh in learning agility?This may mean that your initial evaluation of the individual’spotential was not accurate. This should not be a disappointingresult since the very nature of the tool is to help you validate yourperceptions of potential and make sure that valued employees

are not being put on a career path that will not benefit either themor the organization.In the case where someone scores in the high average range oflearning agility, but not in the upper percentiles, then this providesa good opportunity to construct a development plan that willtarget opportunities for enhancing his or her learning agility.2. What if raters differ in their perceptions of an individual’s learningagility?This will happen on occasion, and it is worthwhile to engage in afacilitated discussion where the different parties can provide theirperceptions and make comparisons. It is not necessary to reachconsensus, but often an exchange of views can cause one ormore of the raters to gain additional perspective.3. Can I rate a high-potential candidate on the competencies mostclosely linked to learning agility as a substitute measure forChoices Architect ® ?This is an appealing idea, but it does not work quite as well inpractice. First of all, the competencies are differentially weightedin their relationship to learning agility, so this makes scoringvery difficult. Second, there are over 25 separate competencieswith links to learning agility. Creating a comprehensive measureand gathering and integrating the data in this way takes asmuch, if not more, effort as it would to administer ChoicesArchitect ® . Finally, attempting to assess learning agility via relatedcompetencies would likely need to be done using the VOICES ®survey. VOICES ® is a competency-based developmental feedbackinstrument, and is not designed as a learning agility assessment.Applying VOICES ® in this manner could lead to confusion andother complications.In the case where someonescores in the high averagerange of learning agility, butnot in the upper percentiles,then this provides a goodopportunity to constructa development plan thatwill target opportunitiesfor enhancing his or herlearning agility.4. Can I do a shortened version of Choices Architect ® , using just theitems I want to include?Choices Architect ® results not based on the complete 81-itemsurvey are not considered valid, and it is not advised to baseany decisions regarding potential or advancement on incompletescores. Also, measuring just a portion of learning agility, say oneor two factors, provides an incomplete view since it is a verycomplex construct.9

Learning from Experience – An Alternate Means ofAssessing Learning AgilityIn addition to Choices Architect ® , the Learning from Experience (LFE)Interview Guide provides an alternate means for assessing learningagility. A structured, behavior-based interview approach provides specificquestions for assessing each of the four factors of learning agility.LFE has an added advantage in that it can be applied to externalselection. Choices Architect ® requires raters to be well-acquainted withthe person being rated in order to yield valid results. LFE, on the otherhand, can be applied successfully when the person being interviewed isnot familiar or well-known.LFE is an excellent complement to the results from a Choices Architect ®survey as it provides both validation and a deeper insight into thespecific ways an individual applies and leverages his or her learningagility. This lends value in both succession planning and developmentapplications.Developing Learning AgilityIdentifying learning agility is just the start. Potential is not static in nature.A high potential today is not necessarily a high potential tomorrow.Without new challenges and experiences to inform learning and newopportunities to apply those lessons learned, learning agility can growstale. Also, even individuals who are high in learning agility may havelower scores in several dimensions. Therefore, continuing to nurture andreinforce learning agility is a high priority.Two specific resources are available to support and enhance effortsat developing learning agility: High Learning Agility Profiles and FYI forLearning Agility.10High Learning Agility Profiles – Highlights Seven DistinctTypes of Learning AgilityLearning agility is a complex set of characteristics. Therefore, it is notsurprising that learning agile people, while sharing some common traits,also tend to differ in terms of their specific learning agility strengthsand weaknesses. Recent research has revealed that there are sevendistinct types of high learning agile people that are frequently observed.Understanding an individual’s particular learning agility profile hasimplications for determining how to best deploy and develop thatperson’s talents.

High Learning Agility Profiles:• Provide an overview of each of the seven profiles, highlighting theirunique nature and underscoring the impact that people who fitthat profile can have on the organization. Individuals can identifywhich of the seven profiles best fit them. They are also promptedto consider the situations that favor their learning agility strengthsas well as what situations will provide the best opportunities fordeveloping their learning agility.• Work best when the individual has the results from a recentChoices Architect ® survey and the opportunity to work with acoach who is knowledgeable about learning agility.• Can be incorporated into a Choices Architect ® feedback sessionor as part of a follow-up coaching discussion.• Can be used in the context of succession planning to extend thediscussion about what are the best next steps for a high potentialand can help to differentiate that person from other high potentials.• Can be used when several learning agile people are workingtogether in a team setting. By understanding their own profile andthe profiles of their team members, individuals can gain betterinsight into their specific contribution to the team as well as how tobest leverage their peers’ talents.FYI for Learning Agilityis a valuable resourcefor formulating detailednext steps and allows thelearning agile person andhis or her coach to focusdeeper on how to developspecific dimensions oflearning agility.FYI for Learning Agility – Provides Key Remedies forDeveloping Learning AgilityWhile the High Learning Agility Profiles tool provides an overallframework for looking at an individual’s learning agility and what thatmight mean for his or her career, FYI for Learning Agility is a valuableresource for formulating detailed next steps and allows the learning agileperson and his or her coach to focus deeper on how to develop specificdimensions of learning agility.FYI for Learning Agility:• Is designed for any motivated person seeking to develop skillsthat lead to increased learning agility. The suggestions providedare aimed at gaining insight on learning strengths and remedyingskill needs. The content will also help anyone who is serving as amanager, mentor, or feedback giver.11

• Is divided into 27 chapters—one for each dimension of learningagility. Each chapter includes a detailed definition of thedimension, 10 practical, easy-to-implement tips for development,part-time and full-time job assignments that provide goodopportunities for developing in the dimension, and a list ofsuggested readings.• Plays an important role in coaching individuals, but it can also beapplied to formulating development strategies based on aggregateChoices Architect ® results for a group of high potentials.• Is also an excellent all-purpose resource for understanding eachdimension of learning agility in greater detail. The more a coachor talent manager understands the nuances of learning agility, thebetter he or she is positioned to spot learning agile characteristicsin others and determine the best course of action.Acquiring an FYI for Learning Agility Intellectual PropertyLicenseAs with Choices Architect ® , the content from FYI for Learning Agilityis available for licensing so that it can be customized and embeddedinto an organization’s solutions. For example, specific developmentsuggestions can be incorporated into the development planningmaterials for the organization’s high potential coaching program.Similarly, job assignments most effective for developing particulardimensions or factors of learning agility can be highlighted as part of the“next steps” discussion in the organization’s talent review process. If youare interested in finding out more about an intellectual property license,contact our licensing department at licensing@kornferry.com.Additional Development Resources – Broadband TalentManagement and FYI For Your ImprovementAdditional resources are available to support ongoing developmentefforts with high potentials. Depending on the particular nature of theindividual’s development needs, Broadband Talent Management andthe companion Paths to Improvement: A Coaching Reference Guidefor Broadband Talent Management provide an array of strategiesto choose from for pursuing development. These include directapproaches like a Good to Great Plan or employing more creativeapproaches like a Workaround Plan or a Marketing Plan.12

FYI For Your Improvement incorporates many of the same featuresas FYI for Learning Agility and provides remedies for each of the 67Leadership Architect ® Competencies (as well as the 19 Career Stallersand Stoppers). Each chapter in FYI for Learning Agility provides a listof Leadership Architect ® Competencies that are closely linked (Strong,Moderate, or Light) to each dimension of learning agility. This allows forsimultaneous development by targeting the specific competencies thatsupport a learning agility dimension.Tips for Developing Learning AgilityAny effort at development, whether it is aimed at learning agility orcompetencies, will not be as successful unless the individual beingcoached is aware that he or she has a need, accepts that need, andis motivated to do something about it. Adhering to best practiceswhen delivering feedback and taking the time to work through anydefensiveness or blind spots that the individual has is key to this effort.Also, treat each individual’s set of development needs andcorresponding solutions as unique. While it is good to have somereliable solutions to apply and an idea of what has tended to work well inthe past, make sure to approach each situation with a fresh perspectiveand involve the individual in crafting a set of development strategies thatbest suits his or her needs.Any effort at development,whether it is aimedat learning agility orcompetencies, will not beas successful unless theindividual being coached isaware that he or she has aneed, accepts that need, andis motivated to do somethingabout it.Frequently Asked QuestionsWe have included some of the most commonly asked questions aboutdeveloping learning agility in individuals. If you have more questions,you may want to contact us at customerservice@kornferry.comor by calling +1 877-345-3610 (US/Canada) or +1 952-345-3610(International).1. Are some aspects of learning agility more difficult to develop thanothers?Yes. Each individual dimension has a level of developmentaldifficulty associated with it (these are listed in FYI for LearningAgility) and the levels range from Easy to Hard. If you aggregatedevelopmental difficulty across the four learning agility factors,People Agility and Change Agility emerge as the most difficult todevelop and Results Agility is the easiest.13

2. How long does it take to develop learning agility?This depends both on how much development needs to takeplace and how difficult a particular dimension is to develop. Ingeneral, learning agility is not something that is developed quicklyor easily, in part because experience itself plays a critical role.As a rule of thumb, allow nine months or so for a particular jobexperience to yield some substantive lessons and roughly anequal amount of time to gain experience with applying thoselessons to new challenges.There is not a “one bestexperience” for developinglearning agility overallor even for a particulardimension or factor.Generally, there are manyoptions to choose from,both part-time and full-timeexperiences.3. How much can I expect to develop my learning agility?This depends on where you are now in terms of your skill leveland how far you are looking to progress. If you were to giveyourself the equivalent of a letter grade in learning agility, it isreasonable that you might be able to move up one letter gradein skill over time. In general, the further advanced you already arein your learning agility, the better your prospects for continueddevelopment, in part because you show a strong tendencytowards growth and adaptability. Put another way, someonewho is a high performer but low in learning agility is not likelyto transform into a true high potential. It is better to emphasizecontinued growth in the areas where he or she alreadydemonstrates some comfort and expertise.4. What are the best experiences for developing learning agility?There is not a “one best experience” for developing learningagility overall or even for a particular dimension or factor.Generally, there are many options to choose from, both parttimeand full-time experiences. FYI for Learning Agilityhighlights a number of specific experiences that provide goodopportunities for development for each learning agility dimension.The determination of which experience might provide the bestopportunity should be a decision between the individual lookingto develop and his or her coach.14Getting the Most out of Learning Agility in Your OrganizationOur intent with this Usage Guide is to provide you with an informativeoverview of the tools available for identifying and developing learningagility in your organization. Applied correctly, they will help to unlockthe sources of potential in your organization and establish a strong andenduring pipeline of future leaders.

The key lies in having a clear purpose and plan for applying the toolsand being learning agile in your approach to applying them. Continuallyseek feedback on your efforts to incorporate the tools into your talentmanagement efforts, be open to the lessons learned, seize opportunitiesto apply them, and continually experiment with new and refinedapproaches.Finally, take steps to establish an organizational culture and environmentthat nurtures and reinforces learning. A learning culture encouragesemployees to share information, provide feedback to each other, andtry innovative solutions. The development of employees’ learning agilitydoesn’t happen coincidentally. Learning and development is less likely tooccur when the organization environment does not support it. A learningculture starts at the top with leaders who truly respect the value oflearning and are willing to demonstrate that respect and set an examplefor others through their actions.The key lies in having aclear purpose and planfor applying the tools andbeing learning agile in yourapproach to applying them.15

George Hallenbeck, Ph.D., is Director,Intellectual Property Development with Korn/FerryLeadership and Talent Consulting.About Korn/Ferry InternationalKorn/Ferry International, with more than 90 offices in 39 countries, isa premier global provider of talent management solutions. Based inLos Angeles, the firm delivers an array of solutions that help clients toidentify, deploy, develop, retain and reward their talent.For more information on learning agility and the tools highlighted in thisUsage Guide, please visit our Web site at www.lominger.com or contactCustomer Service at customerservice@kornferry.com or by calling+1 877-345-3610 (US/Canada) or +1 952-345-3610 (International).16