Adding value with learning agility: How to identify and develop high‐potential employees

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his own impartial comments and places the articles in context.

Findings

There was a time when employees who had worked for many different organizations over various industries might have had their rich experience counted against them when applying for a new position. “Seems he/ she can't stick at a job” or “They don't seem to have made up their mind what they want to do” are typical of those blinkered attitudes.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "Adding value with learning agility: How to identify and develop high‐potential employees", Development and Learning in Organizations, Vol. 27 No. 5, pp. 24-26. https://doi.org/10.1108/dlo-07-2013-0043