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Learning agility skill test


20 min








Situational Judgement

Suitable for

Management and Leadership Roles, High potential applicants

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Test Summary

This test consists of 20 hypothetical scenarios designed to assess a candidate's learning agility.

Learning agility refers to the ability to come up to speed quickly in understanding a situation and move across ideas flexibly in service of learning both within and across experiences, with the ultimate goal of performing successfully under new or first-time conditions.

In a nutshell, learning agility involves learning quickly and flexibly from one’s experiences.

Covered Skills (Behavioural Indicators):

Cognitive flexibility

Questions the status quo, challenges their assumptions, and examines topics from multiple angles in order to gain insight, learn, and discover new and unique ways of doing things.

Feedback seeking

Seeks information from others to better understand one’s performance in a given situation, as well as to identify areas for improvement.


Pursues risk that can lead to opportunity by stepping into uncharted terrain and welcomes situations where success is not always guaranteed in order to stretch oneself outside of one's comfort zone and develop new skills.


Uses their own experience and input from others to better understand their own assumptions and behaviour, aiming for a more in-depth understanding of oneself, others, and situations.

Why measure Learning agility?

Research has shown that learning agility is a set of cognitive processes and corresponding behaviours that allow leaders to continually develop, grow, and use new strategies that will equip them for the increasingly complex problems they face in their organisations. As such, the concept has been shown to be an indicator of high-potential talent, with many arguing in its favour as a leadership tool. This is because leaders need to be more agile than ever in order to deal with the complexity, ambiguity, novelty, diversity, and adversity that characterise the present business environment.

Adapting to new business strategies, working across cultures, dealing with temporary virtual teams, and taking on new assignments all demand that leaders be flexible, remain open to new ways of thinking and continuously learn new skills. Therefore, a major difference between successful leaders and those whose careers falter is their ability to make meaning from their experiences, let go of entrenched patterns of behaviour and recognize the nuances in different situations, thus constantly developing on the job.

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