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© Korn Ferry 2016 ALL RIGHTS RESERVED.

Learning Agility

Vocap

Leuven , December 20, 2016

Olivier Courtois

© Korn Ferry 2016. ALL RIGHTS RESERVED. 2

About Korn Ferry Hay Group A total approach to talent

Korn Ferry Hay Group

helps you align your

organization to your people

– developing, engaging,

and rewarding them to

reach new heights.

Korn Ferry Executive

Search helps you attract

the best executive talent

for moving your company

in the right direction.

Korn Ferry Futurestep

delivers professional

talent that builds up

leadership.


KornFerry is the leading leadership consulting firm

Over the last ten years Korn Ferry has invested heavily in acquiring and building leadership

development expertise. While our search heritage still represents half of our revenues, the other $1

billion reflects leadership development activities for senior executives and top teams.


7000 thousands people dedicated to 6 solutions70 in Belgium – Luxembourg

ORGANIZATION

STRATEGY EXECUTION AND

ORGANISATIONAL DESIGN

REWARDS AND BENEFITS

TALENT STRATEGY AND WORK DESIGN

PEOPLE

ASSESSMENT AND SUCCESSION

LEADERSHIP DEVELOPMENT

EXECUTIVE SEARCH AND RECRUITMENT


A special thanks to

The Korn Ferry Institute

http://www.kornferry.com/institute/

Lisa-Maria Hanson

Human Resource Development Leader, Facilitator, Consultant and Instructional

Designer at Korn Ferry.

Master of Education – University of Minnesota-Twin Cities

BA, Psychology – University of Minnesota-Twin Cities

About the Korn Ferry Institute

http://www.kornferry.com/institute/

© Korn Ferry 2016. ALL RIGHTS RESERVED.

Today’s Context


How many of you have heard of the concept of

learning agility?

Question 1


How many of you are familiar with the concept?

Question 2


How many have become experts at Learning Agility?

Question 3


The 21st Century requires different leadership to drive current and future performance.

Volatility

Uncertainty

Complexity

Ambiguity

Vision

Understanding

Clarity

Agility

Organizations are increasingly facing new, challenging problems that are ill-

defined and with no clear guidance from the past!

To thrive, companies will need to be nimble, prepared to take risk, and be

ready to change, sometimes overnight.


Learning Agility matters


Lombardo & Eichinger (2000) indicated that learning

how to deal effectively with first-time or changing situations

is more predictive of long-term potential or performance than

is raw intelligence.

Sternberg et. al. (2003) reported that a revised college

admissions test that measures creative and practical skills

did better at predicting college success than the current SAT

and GPAs.

Bennis & Thomas (2002) describe the signature skill of

leaders as the ability to process new experiences… and to

integrate them into their life.

Supporting research


Learning Agility: The Silver Bullet

There is one secret for

success; it’s called

Learning Agility.

Know what to do …

when you don’t know

what to do.


Traditional versus agile Learning

Conventional intelligence

Grades/test scores

Functional/technical skills

Analytical skills

Straightforward problem-solving

Quick thinkers

Initiative/curiosity

Fresh connections

Principles/rules of thumb

Broad-range thinking

Traditional Agile


Learning Agility is theability and

willingness to

learn from

experience, and

subsequently apply

that learning to

perform successfully under new or first-

time conditions.


High-impact talent is a

strategic business imperative

“Learning Agility Equals Leadership Success” BusinessWeek, Feb 27, 2009

“Learning Agility: A Construct Whose Time Has Come” Consulting Psychology Journal, June, 2010

Self awareness was found to be the #1 predictor of executive success – Cornell University Study in 2010

Research shows those with higher learning agility are more successful after they are promoted than others -Lombardo and Eichinger, 2004

February 2011

Leadership Agility: A Business

Imperative for a VUCA* World

*Volatility, uncertainty, complexity, and ambiguity


Boardroom perspective


“Learning Agility has been a key

element to step change how we talk

about our talent, how we

assess/differentiate, and how we deploy

our talent.”

“Learning Agility has allowed us to focus on what

matters most when it comes to development and

better matching talent to specific opportunities —be

it new roles, projects, etc.”

Learning Agility is being used in:

Fortune Top 50: 40%

Fortune Top 100: 40%

Fortune 500: 23%

Global Top 50: 28%

Global 500: 20.2%

Learning Agility has quickly emerged as the

most valid and reliable predictor of high

potential leaders and executive success today

(more important, even, than IQ, emotional

intelligence, or education level). Why? People

who are learning agile more readily learn new

skills and behaviors and carry forward that

learning to perform successfully in a diverse

mix of situations.

Buyouts Magazine, November 2012

The importance of agility:

“Given the dramatic changes in how work gets

prioritized, communicated and carried out, HR's

challenge is to feed leadership pipelines with people

who can adapt "on a dime."

HR Executive Magazine cover story, Jan/Feb 2013

Learning Agile leaders:

• get promoted faster and more often than their

peers

• advance closest to the top

• are recognized as having the most potential

for advancement

• are rated more competent

• achieve greater success after a promotion to a

new role

• earn higher salaries

Korn Ferry Research findings


Korn Ferry’s

Four Dimensions of Leadership and Talent


We train the industry with our world-class IP, development and certification programs

• Korn Ferry Leadership

Architect®

• Voices® 360 Feedback

• Korn Ferry Assessment of

Leadership Potential

• viaEDGE®

• Korn Ferry Interview Architect®

• Emotional and Social

Competency Inventory (ESCI)

• Leadership styles and

organisational climate survey

• Leadership Impact for frontline

managers

• Talent Q

• Job evaluation

Our accreditations and approvals

20,000HR leaders have

participated

in our certification

courses

4,000professionals

trained per year in

our job evaluation

methodology

FYI For Your

Improvement has

1M+ copies in print

15 business schools use

our IP in the

classroom


Online – 40-45 min

Self-assessment

Languages: English, French, Italian, German, Spanish, Brazilian Portuguese, Simplified Chinese, Japanese, Polish, Swedish, Finnish, Turkish, Russian, Dutch

5 reports:

iReport

Feedback Report

Coaching Report

Group Report

Group Extract Report

viaEDGE® is an assessment of Learning Agility


Our goal is to enrich and educate practitioners and talent

management leaders. It is our promise to provide:

Programs that are globally consistent, reliable, hands-on, and

research-based

Language and tools HR leaders rely on to confidently lead talent

management initiatives

CEU credits for personal development, marketability, and recognition

within the HR community

Expert and practitioner-based faculty

Accredited certification


Learning Agility construct


Learning agility factors


Mental

Are very curious.

Get to the root causes.

Have a broad perspective.

Find parallels and contrasts.

Question conventional wisdom.

Find solutions to tough problems.

agilityThose with this type of


The Korn Ferry POV on Overuse

“Too much of anything

isn’t necessarily a good thing.”

• While there is much about each factor that is helpful,

flexing a powerful skill indiscriminately can detract from the

strength and cause “noise.”

• Balancing out or compensating for overuse is an important

development priority.


Processes ideas and concepts too quickly, leaving others behind or confused.

May see connections or fill in gaps by adding things that aren’t there.

May overly complicate things in an attempt to be creative.

May get infatuated with marginally productive ideas or potential breakthrough products that have little merit.

May be impatient with due process and organisationalpolicies that can delay implementation.

Has a tendency to view own ideas as superior to others.

May be disorganised and miss details.

Mental agility overuse looks like this


People

Understand others.Are skilled communicators.

Enjoy helping others succeed.Are comfortable with diversity.

Handle conflict constructively.Use others effectively.

agility...Those with this type of


Those with

Change

Agility...

Enjoy tinkering with things.

Strive for continuous improvement.

View risk taking as opportunity for trial and error and

learning.

Often introduce new perspectives.

Can take the heat and pressure of change.

Understand impact of change and how to manage it.


Results


Build high-performing teams.Are very flexible and adaptable.

Perform well in first-time situations.

Driven by challenge.

Accomplish things against the odds.


Self-Awareness

Actively seeks feedback.Tend to be self-reflective.Is candid to a fault about self.Sensitive to their impact on others.Know personal strengths and weaknesses.Take corrective action based on feedback.



Determine which jobs require more Learning Agility


Learning AgilityMastery/Expertise

• Easily learn new functions.

• Clever problem solvers.

• Deal with ambiguity and

complexity well.

• Thrives on change.

• Performs well under new, first-

time conditions.

• Recognized functional/

technical experts.

• Difficult to replace.

• Trusted resources.

• Can be counted on.

• Superior performers in similar

jobs/functions year after year.

The continuum and language in viaEDGE®

Those with a Mastery

orientation are superior

performers who are in similar

jobs/functions year after year.

Those with high Learning Agility are

those who perform well in first time,

challenging situations—often, in very

different jobs.

“We’re going to be in the Hudson”Capt Chesley(Sully) Sullenberger,

Pilot, US Airways (retired)

“Every day I’m learning something new”Sir Richard Branson,

Founder –Virgin Group


Psychometrics and science behind interpreting assessment’s results.


viaEDGE® assessment: Overall Learning Agility

Total of 53 assessment

items:

8 Items from each of five

agility scale (40 in total)

13 common/independent

items.

Capture unique variance of

each agility factor, plus the

additional variance of overall

agility “X Factor.”

“X” factor

18%

Self-Awareness

People AgilityResults Agility

Change Agility

Mental Agility


1. Personality and Behaviorally Oriented Items

2. Biodata Items

3. Situational Judgment Test Items

Demographic Questions [optional]

Assessment format in 3 sections

Research and science


Science behind the viaEDGE® assessment

It is a psychometrically developed assessment.

Different methodologies to measure Learning Agility.

Use reverse and forward scored items.

Scores are adjusted for “social desirability.”

Verification scales to ensure data are useable.

Validation and reliability studies.

Adverse impact studies.


Norms derived from more than 40,000 participants.

Factor structure supported by factor analysis.

Sufficient internal reliability with an average consistency

coefficient of 0.76.

Excellent test-retest reliability – rs up to 0.90.

Construct validity and criterion-related validity is

established.

No adverse impact.

Psychometric support of the instrument

Psychometrics are sophisticated instruments

designed to measure individual differences

mostly in knowledge, abilities, attitudes,

personality traits, intelligence, and motivation.


Research has shown internal consistency, solid inter-rater agreement, and

test retest reliability.

Learning Agility is shown to have significant correlations with promotability

and overall job performance.

Has less correlation to constructs such as IQ, Extraversion,

agreeableness, emotional stability, conscientiousness, openness to

experience, performance orientation, learning orientation (Connolly, 2001).

Learning Agility has no adverse impact regarding age, gender, ethnicity.

Learning Agility is present in all cultures, and functions well in global talent

efforts.

Has special application to the complexity, unpredictability and ambiguity of

military leadership development.

Most people score higher on Results Agility and Mental Agility.

Learning Agility research findings


Learning Agility ROI

Related to promotion: Top 20 percentile learning agile individuals received on average 150% more promotions than bottom 20 percentile learning agile individuals in a period of 10 years.

Related to annual pay raise: Top 20 percentile learning agile individuals received 8% annual pay increase, higher than bottom 20 percentile learning agile individuals.

Related to compensation: Difference on Learning Agility by 20 percentiles translates to about $30,000 difference on total compensation.

Predicts future performance outcome better than current performance.

An important indicator of high potential, regardless of culture.

Global norms overview


2011 2015

Over 2,700 respondents More than 40,000 respondents

42.5 % in the US > 60% outside of US

Scoring by factor (percentile) Very small impact on scores (<4

percentile points)

No adverse impact No adverse impact

Shows more need for Learning Agility at

senior levels

Shows greater differentiation and

variation across levels.

Research highlights


Demographics

Male68%

Female32%

2011 2015


Normative sample distributions: positions

5,2

9,9

21,1

26,7

22,2

14,9

,0

5,0

10,0

15,0

20,0

25,0

30,0

Position Distribution (%)

2011 2015


Stable over time

viaEDGE® Technical Manual, p.13

Scale Correlation

Overall Learning Agility 0.90

Self Awareness

Mental Agility

People Agility

Change Agility

Results Agility

0.79

0.85

0.80

0.87

0.84

Test-Retest Reliability – the variation in measurements if they would have been taken by a single person or

instrument on the same item and under the same conditions.


• gender,

• age,

• years of working experience,

• education level,

• ethnicity

~Adverse impact occurs when there is a significant difference in outcomes to the

disadvantage of one or more groups defined on the basis of demographic characteristics

such as race, ethnicity, gender, age, religion, etc.

NO adverse impact on …


Article “Learning Agility: A Construct Whose Time Has Come”

Article “The Role of Learning Agility and Career Variety in the

Identification and Development of High Potential Employees”

Proof Point “What is Smarter than IQ?”

Whitepaper “The New European Executive”

Whitepaper “There are seven CEOs working for your organization

today”

Whitepaper “Seven Faces of Learning Agility”

Whitepaper “Using Learning Agility to Identify High Potentials Around

the World”

Learning Agility suggested readings

Visit www.kornferryinstitute.com

http://www.kornferryinstitute.com/


Olivier Courtois

Olivier is the Director of Korn Ferry Hay Group Belgium & Luxembourg (45 people). He is a Senior Professional in Leadership and Talent Consulting with 30 years of corporate and consulting experience in big, mid-size and start up companies.

He is also part of a global community of practice at Korn Ferry, and as such participates in international projects focusing on leadership development, senior team dynamics, executive coaching and assessments.

He is culturally agile: a Belgian national, he has worked on the 5 continents and speaks 4 languages.

His Industry focus includes Industrial & Manufacturing, Consumer Goods, Energy, Telecom/High Tech, Life Sciences, Financial Services and Retail, International Organizations.

Prior to joining the Firm, Olivier has had adiverse career in business development,leadership development and managerial roles.With companies such as KrauthammerInternational, Levi Strauss, C.C.L, MCE-AMA.

Olivier is also an entrepreneur. He (co-) founded

2 companies of which a leadership consultancyto help organizations, teams and leaders aligntheir vision, organizational culture, individualleadership behaviors, performance & talentmanagement systems and (senior) teamdynamics with their business strategy.

Olivier is a keynote speaker who regularlyspeaks on leadership themes.

Besides his role as Director, Olivier is stronglyinvolved in the Global Leadership DevelopmentCommunity of practice. He is part of the globalPurpose-driven leadership group. He is certifiedby the Korn Ferry Executive To Leader® Institute

Expertise: personal leadership, purpose drivenleadership, interpersonal leadership, strategicnegotations, team dynamics, organizationaldesign and culture, matrix and remoteleadership, systemic analysis of organizations,intercultural leadership, diversity & inclusion.

Avenue Louise 489B - 1050 Brussels

Brussels: +32 2 645 27 05

Cell: +32 497 469 516

PA (Pascaline Colot:) +32 645 28 25

[email protected]

LinkedIn:

https://be.linkedin.com/in/oliviercourtois

Twitter:

Oliviercourtois

Director of Korn Ferry Hay Group Belgium-Luxembourg

mailto:[email protected]

https://be.linkedin.com/in/oliviercourtois

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