What is learning agility

Learning agility indicator

Transcript

1 participant Client HFMtalentindex This report was created with the help of the HFMtalentindex online assessment system. The data in this report is based on the responses given by the participant (and their feedback provider) to one or more psychological tests. In interpreting this report, the user must be aware of the limitations of a psychological instrument. HFMtalentindex assumes no liability for the consequences of the use of this report and the possible consequences thereof. No legal claims can be made in relation to the results or the content of this report. HFMtalentindex. All rights reserved.

2 Foreword What is learning agility? Learning agility is the ability to quickly develop effective behavior based on new experiences. It is a form of learning ability and thus gives an indication of the potential. People who score high in learning agility learn more from new situations and more quickly than people who score low in learning agility. Those who score high know how to get more out of the experience, are constantly on the lookout for new challenges, seek feedback to learn from, recognize patterns in unfamiliar situations, and effectively engage others to understand experience and make sense of it to give. Why is learning agility important? Learning agility is used to measure whether someone has the potential to learn new things quickly in general. Things may not be relevant now, but they may become relevant later. People with a high level of learning agility can quickly pick up on things in all kinds of new situations and make them their own. Companies notice that their world is changing faster and faster. This means that roles and functions are also changing faster and faster. So if we now know that someone is suitable for function A, it may be that function A will no longer exist tomorrow or that it has changed significantly. In this case, it is important to know how quickly someone will find their way around the new situation: learning agility is a measure of this. In addition, learning agility seems to be a good predictor of high potentials. Leadership talent in an increasingly complex environment is scarce. This means that knowing who the future executives are in a timely manner gives companies a competitive advantage

3 Structure of the report The consists of four parts. In Part 1 you can read how learning agility is constructed and what the different facets of learning agility contain. Part 2 gives you an overview of your learning agility results: your learning agility, DNA and strengths. In part 3 you can see your outcome profile in the learning agility facets. Finally, these results are discussed in detail for each facet. This report presents Mr. Example's results using a nine-point scale. The results show how he compares to the norm group. The results within this norm group follow a normal distribution. Each section of the nine-point scale, called a Stanine, corresponds to a certain percentage of this normal distribution% 7% 12% 17% 20% 17% 12% 7% 4% The following examples illustrate how you can interpret the Stanine values : A Stanine score of 5 means that the participant achieved an average result compared to the norm group. A Stanine score of 7 means that only 11% of the people in the norm group achieved a higher number of points (7% in Stanine 8 and 4% in Stanine 9)

4 How is learning agility constructed? Learning agility is measured in four facets and one overriding factor: self-reflection, which influences the results of all facets. Change agility People who score highly in change agility have a constant curiosity that is really kindled when new, unknown things happen. They love to experiment, try things out and have a passion for new experiences. As a result, they experience more. They can learn more from their experiences because they are intrinsically motivated to explore new things and have fun with things that are unknown to them. Mental agility People who score highly in mental agility like it when things are complex or still unclear, in order to create new clarity with new ideas. They love to analyze and, by thinking outside the box, can often fathom things in a different way. You have an open perspective and are challenged by new ideas. This enables you to recognize the patterns of a new experience more quickly than others. They understand more quickly what the situation is like and what they can learn from what they have experienced. Human agility People who score highly in human agility are constructive with others and are open to people with different backgrounds and opinions. You feel the need to properly understand the opinions of others and you take them seriously. This makes it easier for them to come into contact with others and for them to learn more from the contribution of others. In addition, they can easily adapt, e.g. to people from other cultures. As a result, other people share more with them. Results agility People who score highly in results agility have a strong need to be successful and are always looking for the best way to achieve results. They are often ambitious, self-confident and keep calm when faced with stress. Since they are better able to set goals in new and unfamiliar situations, they retain more focus and learn more quickly what and what does not contribute to making new businesses a success. Self-reflection People who score highly in self-reflection know their own strengths and weaknesses. They are often critical of their own performance and demeanor. As a result, they pay more attention to how they can do things better and their general willingness to learn is higher. Self-reflection has a special role in learning agility because a high result increases the possibilities in the other elements of learning agility and a low result limits them. When someone is aware of the opportunities for improvement, he / she will learn more effectively than someone who is quickly satisfied with themselves. For this reason, you will find a separate score for your self-reflection factor in your results. When this is green, your self-reflection increases your options. If the score is red, it is a limiting factor in your demeanor. The factor shown has already been included in your overall result

5 1. Overall overview Your learning agility is based on a number of special personality traits and motivators. Overall result of learning agility 5.5 Self-reflection factor 0.0 1.1 Your learning agility DNA 1.2 Your strengths Ability to have conspicuous personality traits that contribute most to your learning agility. Eagerly Trusting in the Contribution of Others' Creativity Wanting flashy motivators that contribute the most to your learning agility. Analyze Success - 4 -

6 2. Result profile change agility Result: Slightly below average Curiosity, love of experimentation, trying things out, desire for new experiences. 4.0 Mental agility Result: Well above average Creativity, an open perspective, new ideas, easy handling of complexity, creating clarity in ambiguous situations. 7.0 Human agility Result: On average, being constructive towards others, being open to people with different backgrounds and opinions, needing to understand others. 5.0 Result agility Result: Slightly above average Keep calm in stressful situations, continue to show leadership, be able to give results in a new situation, create focus. 6.0 Self-reflection Knowing yourself, self-critical, development-oriented. Result: Average

7 Agility for change Slightly below average Curiosity, love to experiment, try things out, desire for new experiences. 4.0 Your Development Tips: When you start a new assignment you will be amazed at how far you can get, how much satisfaction and energy it gives you once you get started. Step over your inhibition threshold and take on extra tasks. Keep your critical eye in order to see how changes can be helpful to improve things that you always wanted to improve. Every change has certain advantages and disadvantages. To find out what this change is, write down five advantages and five disadvantages of the change. Use the advantages in order to be able to draw profit from the changes. Use the disadvantages in order to be able to use the effects of the change positively. In the event of setbacks, remember your original goal again and consider alternative solutions

8 Mental agility Well above average Creativity, an open perspective, new ideas, easy handling of complexity, creating clarity in ambiguous situations. 7.0 Your development tips: Get an overview of which facts are available in order to be able to come to a conclusion. Indicate if you do not understand something (yet). Failure to understand can indicate that the analysis has not been done well enough, and the ideas of others can help you make stronger judgments. Go through all the important matters in order and group them together. Be your own diabolic advocate: consider the advantages of an approach where you (actually) do not stand behind. Customize your own approach to take advantage of these benefits

9 Human agility On average, being constructive towards others, being open to people with different backgrounds and opinions, needing to understand others. 5.0 Your Development Tips: Customize your choice of words and demeanor based on the person you want to do business with. Pay attention to each other's values ​​and norms. This facilitates communication and understanding among each other. Values ​​and norms cannot be changed so easily and influence people's motivators. To learn more about the values ​​and norms of others, it is best to delve into not only the superficial behavior you see, but also the origin of the other and the importance he / she attaches to these values ​​and norms. Tracking down other motivators starts with knowing their opinion. Don't be too quick to assume that you know how someone else thinks about something. Especially when you have a different opinion, ask lots of questions to help you understand the other person's opinion. Try to be more active in what others are saying so that you can better understand their point of view

10 Result agility Slightly above average in times of stress, keep calm, continue to show leadership, be able to give results in a new situation, create focus. 6.0 Your development tips: Determine the criteria for a good result beforehand. Immediately clarify the small matters that stand in the way of your goal, but above all take the time to think through larger matters and to consider possible alternatives. Shift down a gear when you find yourself feeling too much. Take the time to review the situation so that you can regain control. Meetings take place here and there in every company. Don't get too much distracted by the opinion and feeling the meeting evokes in you or in others. Rather, ask yourself how you can use such a meeting to help you achieve your goals and do your job better. A meeting is an opportunity to exert influence. Look for opportunities to get involved and use your expertise in changes. Ask your manager how best to go about this

11 Self-reflection Average knowing yourself, self-critical, development-oriented. 5.0 Your development tips: First assess whether the criticism you have received is correct and whether it concerns personal or business feedback. Respond to the content of the message and try not to be guided by your feelings that the tone of the message may evoke in you. The best way to learn is from your own successes and mistakes. The others often have a more objective picture of you here than you do. Ask people you work with regularly for critical feedback on your approach so that you can develop in a targeted manner. In order to grow, it is important to have a clear picture of your own strengths and weaknesses. This means that you know very well where you can still improve. You should therefore regularly ask others what they appreciate or what they dislike about the way you work. If you don't see things, try to ask questions to deepen your self-image. By being self-critical, you will get a clearer picture of the sides in which you can still develop. Get in the habit of analyzing both your successes and matters you have been dissatisfied with for what exactly has been your own part in them. Determine what you would do the same next time and what things you could do better

12 Socially desirable response behavior In the HF talent index personality measurement, the occurrence of socially desirable response behavior is checked with the help of control questions. A distinction is made between two forms of socially desirable answers. Self-deception A high score (2 or 3) for self-deception indicates that the participant unconsciously overestimates the effectiveness of their own actions and thoughts. In doing so, the participant risks overestimating himself so that his insight into the effectiveness of his own trading in some areas cannot be very realistic. Participants with a high score in this area often have difficulty identifying their own weak points. Tips for Discussing the Report When discussing the report, these participants are encouraged to seek out any feedback they may have received from the community. Checking the opinion of the environment can make it possible for the participant to detach himself from his possibly distorted perception. For this purpose, inquire about specific examples from practice. For example, you can ask the following questions: What strong points does your current manager tell you? What improvement points? What qualities do your colleagues value in you? What can cause conflicts with colleagues? Impressions management A high score (2 or 3) in impression management indicates that the participant consciously reports desirable behavior and hides undesirable behavior. This is the clearest and most conscious form of what is socially desirable. The participant deliberately paints a picture of himself that is a little too rosy. There is a risk that this participant was actually looking for what he believed to be 'good answers' when completing the questionnaire. Tips for Discussing the Report As you discuss the report, it is a good idea to question the strengths that have emerged in the report. Here, too, one should proceed with the help of concrete examples from practice. It often has a clarifying effect to let the participant describe a situation in which something went well and then a comparable situation in which something went less well. What's the difference? If you have high scores on this scale, look out for the so-called 'positive weaknesses', such as: 'Sometimes people can find me too fanatical'. A high score on either or both of the Socially Desirable scales does not mean that the report is worthless. It is an indication that you need to watch out for any misrepresentation. The above explanation and tips can help you review the image. Self-deception 1 impression management