Deepening the talent pool through learning agility

Article Type: Abstracts From: Human Resource Management International Digest, Volume 20, Issue 4

Connor J.People Management (UK), December 2011, Start page: 40, No. of pages: 4

Argues that the greatest problem that organizations face when developing a talent pool is the level of failure of promising employees to achieve the shift of mindset needed to function at higher levels. Claims that they need to develop the learning agility of future leaders and outlines how to do this. Asserts that high learning agility is a key predictor of future success, but that many good mid-managers do not possess this. Argues that companies should aim to develop the ability of the middle managers to learn new ways of doing things, underlining the need to undermine the notion held by many that they can rely upon the same winning formula to achieve career advancement. Discusses ways of doing this. Lastly, contends that companies should not rely on borrowing ideas from other companies and concentrate more on developing innovative talent programmes to foster higher learning agility. Provides a case study of how Cadbury’s created a management programme to develop the learning agility of talented employees, detailing how this was done.ISSN: 1358-6297Reference: 41AC295

Keywords: Management development, Thinking, Learning,Leadership