Using Science to Identify Future Leaders: Part III – The TALENTx7 Assessment of Learning Agility

Executive Summary

The construct of learning agility and high potential talent are explored in a series of three whitepapers. In Part III, I introduce the newest online measure of learning agility. The self- assessment is called the TALENTx7, because it measures seven facets of the construct. Separate sections on its psychometric development, its learning agility scales, and its approach to dealing with response faking and social desirability are reviewed. The three reports generated by the TALENTx7 Assessment also are examined, with particular emphasis on the Individual Feedback Report and the Professional Coach’s Report.

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Other Research Reports

The TALENTx7 & Ultimate Software Case Study

Two executive coaches discuss the journey their company embarked on to introduce and implement the TALENTx7 for the identification and development of their high potential leaders. Their insights with regard to ensuring that highly technical professionals also were embraced in the computer firm are particularly interesting.

The TALENTx7 & J. M. Huber Corporation Case Study

The author Dr. Marilyn Buckner provides an 8-step blueprint to describe the process of using learning agility in succession planning and high potential selection that was implemented at J. M. Huber. She also presents the results of a three-year leadership program to develop executives. Time 1 and Time 2 results from the TALENTx7 reveal significant increases in learning agility over time.

The TALENTx7 & Fosun International Limited Case Study

Fosun is a large Chinese privately owned enterprise (POE) with multiple business lines and a global footprint. The author and lead consultant Jack Lim describes his work applying the TALENTx7. Based on its results, 30 HR managers were certified on the assessment and a customized leadership development program was implemented to enhance learning agility and self-awareness.

The TALENTx7 & Kaya Case Study

In 2017, a large educational provider in Western Australia hired Kaya Consulting to design a leadership identification and development program for their schools and school system leaders. The TALENTx7 was a major part of this program. The authors of this case study describe the four-phase approach that was implemented and present learning agility results of each cohort to complete the program during the past three years. Interestingly, overall learning agility scores significantly increased each year, suggesting the organization improved its selection process to identify potential leaders over time.

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