Read more about the article Measuring Learning Agility

Measuring Learning Agility

Most people are good at doing things they’ve done in the past and coming up with solutions they know from experience work well. Fewer are adept at handling new and unique challenges where there are no obvious answers. Yet, this is precisely what is demanded of leaders today.

A dynamic and complex business environment requires people to be resourceful and adaptable, to think and act in new ways as situations change. It takes people out of their comfort zone and pushes them beyond their usual ways of doing things.

The extent to which people enjoy these challenges varies significantly. Some prefer to avoid them, holding on to trusted skills, expertise and patterns of behaviour, whilst others actively seek them out in order to satisfy their natural curiosity and enjoyment of doing new things.

Agile learners demonstrate the ability and willingness to learn from experience and use those lessons to succeed in new and different situations. They look for many, diverse experiences and this runs counter to sticking with any one discipline for long periods.

On this basis, not every job is suited to agile learners. Some jobs require deep expertise where being highly learning agile could actually be a disadvantage. Organisations can better manage their talent when they measure learning agility and carefully match the right people to the right jobs, career paths and developmental experiences.

How Can Learning Agility Be Measured?

Learning agility is a multi-dimensional concept. Based on research over three decades, Korn Ferry’s model is made up of five factors – Self-Awareness, Mental Agility, People Agility, Change Agility and Results Agility. These are defined as a set of behaviours that are both observable and measurable.

Multi-rater assessment

A straightforward way to measure Learning Agility is through a 360-degree survey. Choices® is a proven, easy-to-use online assessment that provides people with meaningful feedback on their overall Learning Agility and each of its five factors.

Choices® is useful as it raises awareness of what Learning Agility actually is among individuals and their raters by reading the behavioural descriptors as they complete the assessment. It is also supported by the FYI for Learning Agility™ book that contains specific actions a person can take to develop Learning Agility.

Self-assessment

A second way to assess Learning Agility is through an online self-assessment called viaEDGE™. To overcome the tendency of individuals to over or underrate themselves, rigorous verification scales are used to determine the accuracy of their scores, providing a confidence index for each completed assessment.

viaEDGE™ is useful when time is at a premium and is effective for assessing larger groups of individuals. It is supported by a development guide called Becoming an Agile Leader: A Guide to Learning from your Experience.

What are the Benefits of Measuring Learning Agility?

An organisation’s success depends largely on its people, talented individuals who contribute to the achievement of organisational goals. Those who effectively leverage the abilities of their people are focused on understanding and differentiating their talent.

All talent is important, but all talent is not the same. On one hand, there are high-professionals who generally have deep technical expertise and do well in functional roles. On the other are high-potentials, those who prefer broader experiences and responsibilities and are better suited to general management positions.

It’s worth noting that people across both of these groups are critical to an organisation’s future success, yet their contributions are quite different and they need to be nurtured and developed differently.

The key criterion that differentiates talent along the high-professional/high-potential continuum is Learning Agility. Knowing where your people stand on this scale will allow you to make more informed decisions in selection, succession management, career planning and development.

The benefits for individuals are obvious – better alignment between career and personal interests and motivation means greater job satisfaction and a greater likelihood of access to personally meaningful development opportunities.

For organisations, measurement of Learning Agility gives that all-important big picture view of the talent pool. Group data with scores across each of the five factors of Learning Agility offers the opportunity to identify candidates who have the right skills for a job now or those who would benefit from specific developmental opportunities.

Importantly, the overall Learning Agility Index for your talent pool provides critical insight into the dominant themes in your organisation’s culture and how agile it is as a whole.

 

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Read more about the article Engagement and talent retention

Engagement and talent retention

Are any of these issues on your agenda? Are they keeping you awake at night or would you simply like to get a bit better at them?

Engagement and talent retention are tipped to be among this year’s key people management issues, according to Josh Bersin (Redesigning the Organization for a Rapidly Changing World, January 2015). This resonates with us because, in the course of our work, we frequently hear the comment “we could do better with regard to engagement”

When we delve deeper, research on engagement reveals some startling statistics – actively disengaged employees outnumber engaged employees by 2 to 1 (State of the Global Workplace, Gallup, 2013).

A 2014 global survey of than 18,000 employees by LinkedIn indicates that for those people either actively or passively looking for alternative jobs, the top five most important reasons for considering a move:

  1. Opportunities for advancement
  2. Better compensation and benefits
  3. More challenging work
  4. A role that was a better fit for the skillset
  5. More learning opportunities.

When one overlays the gradual but inexorable demographic change and the cost of replacing staff, it reinforces the importance of retaining good people.

So, why aren’t organisations better at engaging their good talent? And by good talent, we don’t just mean the high performing-high potential stars in box 9 on the talent matrix, we’re including those in the ‘mighty middle’ who consistently deliver but may not have aspirations beyond their current type of job and may not make much fuss about their dissatisfaction.

Based on coaching individuals across a wide spectrum of roles and industries, we have observed some common themes that relate directly to engagement:

  • The majority of people like receiving feedback for doing a good job.
  • Capable individuals do not see a burgeoning in-tray of tasks or projects as development.
  • Employees welcome the opportunity to discuss, explore and develop their careers.
  • Organisations that differentiate talent are able to offer more satisfying development opportunities to key performers and high potentials.

Organisations that address these themes and take action to fix what needs fixing can turn around low workplace engagement in order to drive better business outcomes.

Whilst every organisation must address engagement and talent retention in the context of its workforce, culture and business conditions, there are best practices that apply to all organisations and we will focus on some of these in future blogs.

 

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Read more about the article What’s new in competency frameworks?

What’s new in competency frameworks?

For the last two decades, we have defined competencies as ‘measurable characteristics of a person that are related to success at work’. They can be technical in nature, such as the ability to develop a business plan or design a software program, or behavioural, which describe how a person goes about their job.

The ability to build strong customer relationships and deliver customer-centric solutions may drive success in a sales role, whilst motivating people to do their best to help the organisation achieve its objectives may be the key to effectiveness as a manager.

The value of behavioural competencies is well established. Ongoing research by Lominger, Korn Ferry and others has consistently found that that they account for between 40 and 60 percent of total job performance.

Organisations around the world recognise the need for competency frameworks that link individual competencies to the broader goals of the organisation, filtered through the business context and competitive strategy.

However, two factors are emerging that are shaping the way organisations think about their competency needs:

  • The rapidly shifting business environment demands increasing levels of resilience, flexibility and the ability to lead change and they want competencies to reflect this.
  • Many leaders recognise that they are facing an inadequate supply of top quality, ready-now talent and this is having a profound impact on hiring and selection.

In this context, the innovative new Korn Ferry Leadership Architect™ has a number of features with special appeal to those who want to:

  • Make sure their competencies are described in contemporary language that truly reflects the needs of jobs today.
  • Align competencies to their current business drivers and challenges, whilst also addressing future needs.
  • Precisely target a list of the most high-impact behaviours, skills and attributes.
  • Ensure competencies are relevant to people across the business, whilst keeping them simple and easy to use.
  • Take much of the guesswork out of putting the right talent in the right role at the right time.

In upcoming blogs we will describe how competencies themselves have evolved, how they are applied at different levels in the organisation and ways to overcome the most common challenges in implementing competency frameworks.

 

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Read more about the article Driving a development culture

Driving a development culture

What is your organisation’s investment in developing its people?

No doubt, the L&D budget comes immediately to mind. But, what about the not so obvious costs, such as those associated with getting people up to speed in new assignments, the efforts of managers in performance management and career development, the cost of job rotations or paid time off for study?

Taking all these things into account simply provides an added incentive to maximise the return on investment and take a more holistic view of what constitutes development. A lament we have heard too often lately concerns the challenge of sustaining professional development beyond an initial program or event.

What this takes is a conscious effort over time, focused on two key elements – people and systems. Most people want to grow and develop, do well and be rewarded for their achievements; and organisations need a support system in place to help them. Importantly, managers need to be active participants in the process, as nothing much will happen without their ability, interest and commitment.

Six ways to sustain people development within your organisation

  1. Ensure development initiatives are aligned to business strategy – People need to know that what they are working on will not only help them be successful personally but also contribute to the organisation’s goals.
  2. Set targets for development – Provide role clarity through success profiles that differentiate skills by level and target high performance in the job. People are more motivated to work on skills that are recognised and rewarded based on their importance.
  3. Differentiate your development offerings – People are not all the same, they have different skills, talent, motivation, values and ambition. So, whilst all people need opportunities for development, they need them in different ways. One needs the challenge of new and different assignments, whilst another wants to deepen their expertise in their particular field.
  4. Empower your managers – Managers must embrace their responsibility for developing others. However many managers are not comfortable discussing a person’s skills or giving tough feedback but these are essential aspects to what can be ultimately a very rewarding experience, developing others.   Start with simple briefing sessions on what skills are important, how skills are built and the difference between performance and potential.
  5. Make development plans personal – There are different types of development need – a weakness that needs to be a strength, an average skill that needs to be superior, an overused skill that needs to be toned down. Add to this the nature of the need – is it a single competency or a cluster of similar skills?  Is it difficult for anyone to develop or specific to the person? Should they find another way to work around it?  People generally respond well to this broadband approach to needs analysis and development planning.
  6. Offer the right tools to kick-start development  – People need resources to create and implement a development plan. A range of self-assessment instruments, sources of feedback and clearly laid out options for skill development are essential.
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Read more about the article Generation Y: Building tomorrow’s leaders

Generation Y: Building tomorrow’s leaders

Generation Y, or Gen Y, is the name given to the generation of people born between 1980 and 1994. They represent the single largest generation in history and by 2025 will make up 75% of the world’s workforce. Some other facts about Gen Y:

Gen Y’s currently make up 20% of the Australian population
Almost half of them have been to university
They are the most highly educated cohort ever to enter the workforce
They have higher expectations of promotion than previous generations
One in four change jobs in any given year.

Tips for Managing Gen Y Employees in Your Organisation

Working successfully with Gen Y employees can require some adaptation and flexibility on the part of their manager. For example, if they want to make their mark by trying new ways of doing things it shouldn’t be seen as a rejection of established practices in the organisation. Here are 6 tips for managing Gen Y employees in your organisation:

1.  Knowledge

Gen Y employees have a strong desire for knowledge and learning; and will often demand workplace training as part of their employment conditions. Lack of personal development, along with limited opportunity for progression, are major factors in why Gen Y’s leave organisations. Managers should plan for this and aim to provide ongoing learning that is mutually beneficial to the employee and the organisation.

2.  Feedback

Gen Y’s need plenty of feedback and recognition. Having grown up in an era where these were freely given in school, they expect it. They are happiest when they are being listened to and respected and will perform better if this is so. They want to feel they are working towards a purpose and this will encourage them to stay motivated.

3.  Flexibility

Research shows that Gen Y’s want work-life balance and are strong advocates of flexible hours and working from home. The saying ‘work smarter not harder’ resonates strongly with them. With this in mind, managers should factor in a flexible work/life plan to suit both the employee and the business.

4.  Technology

Gen Y’s are more technologically savvy than any previous generation. They use the Internet widely in everyday social interaction and for sourcing business information. Over 75% of them have a profile on social networks such as Facebook, Twitter, and LinkedIn. Their managers can tap into this capability to help drive technology-based innovation in their business.

5.  Teamwork

Gen Y employees value teamwork because they enjoy participation, interaction and collaborative decision-making. As a result, they appreciate managers who pay attention to building effective teams. Because they like environments that are social and fun, managers should also ensure they make time to debrief and celebrate team successes.

6.  Career Development

Most Gen Y’s will expect a pay increase within a short period of time in a job, along with good prospects of promotion. Whilst this may not always be feasible, managers can ensure they are being given new challenges, are included in decision-making and have access to coaching and mentoring so they feel their needs are being recognised.

So, does this seem like managing Gen Y’s is hard work? If it does, consider this. Gen Y’s are energised by challenge. They find new tasks and jobs as opportunities to grow. They enjoy finding new ways to do things, as well as connecting with and learning from other people. Managers who account for the wants and needs of their Gen Y staff will find a refreshing flexibility among them. In addition, they are more likely to support organisational change as long as they are provided with the rationale for the change and have the opportunity to explore and discuss the associated pros and cons.

 

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Read more about the article Ensuring leaders succeed in transition to a new job

Ensuring leaders succeed in transition to a new job

The early days in a job are challenging for most newly appointed leaders. Even if they feel well equipped for the new role, they have a lot to learn about their organisation and its people, culture and way of working. Many people feel they can intuitively do this. After all, they have been successful in previous roles.

At first, it’s easy to put effort into ‘what’ to do in the new job at the expense of ‘how’ to go about it. Early mistakes such as failing to understand the culture, clarify the expectations of stakeholders or misreading group dynamics can be hard to recover from later on.

In most large organisations, up to 25 per cent of managers take on a new position in any given year. That is a lot of people facing different responsibilities, learning new skills and coming to terms with fresh challenges!

What Research Tells Us

Research shows that up to 40 per cent of promoted leaders will fall short of expectations in the first eighteen months and the risk is even greater for newcomers to the organisation. When leaders fail, everyone suffers. Morale, productivity and revenue all take a hit. What we know is that:

  • Companies who invest time and resources in onboarding enjoy the highest levels of employee engagement.
  • Individuals who fail to adapt and develop as the surrounding context changes are at risk of derailment.
  • Unsuccessful leadership transitions have a negative impact on the credibility of the selection process.

The cost of turnover at the executive level can be 2 to 3 times annual remuneration. The cost is too great to leave successful transitions to chance.

Onboarding programs that consist of a company induction combined with individual coaching reduce the risk as they ensure that people get off to a good start and build momentum for longer-term success. Everyone Wins!

Continue ReadingEnsuring leaders succeed in transition to a new job