Talent en toernooi: ‘Human/social capital’ en loopbaansucces Paul Jansen Management & Organisatie Faculteit der Economische Wetenschappen en Bedrijfskunde Vrije Universiteit Amsterdam De Boelelaan 1105, 1081 HV Amsterdam www.accr.nl, pjansen@feweb.vu.nl xxxx

Top management selectie Cruciaal voor prestatie en ontwikkeling “Hoe” = on-onderzocht terrein: Successieplanning TMT kenmerken (Hambrick & D’Aveni) Finkelstein, S., & Hambrick, D.C. (1996). Strategic leadership: Top executives and their effects on organizations. Minneapolis/St Paul. West est Pu. Co. Hambrick, Donald C., Nadler, David A., & Tushman, Michael L (1998). Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. Boston: Harvard Business School Press. Voorbeelden van misstanden Vrouwen vrijwel afwezig xxxx

Overzicht Onderzoeksresultaten ‘Arenaselectie’ Wat hangt samen met objectief (en subjectief) loopbaansucces? ‘Arenaselectie’ xxxx

Correlatie predictor met relatieve salarisgroei na … jaar

Correlatie predictor met relatieve salarisgroei na … jaar

4 types of networking behaviors ‘Maintaining Contacts’: Actively, as a ‘sender’, and bilaterally contacting others in a functional/business context (e.g. “Send thank you notes or gifts to others who have helped you in your work or career” or “Give out business cards”) ‘Socializing’: Passively taking part in collective activities in a functional/business context (e.g. “Participate in company-sponsored bowling leagues, basketball, and so forth”, or “Attend social functions of your organization”) ‘Participating for Work’: Actively, as a ‘sender’, taking part in collective activities in a functional/ business context (e.g. “Give professional seminars or workshops” or “Publish articles in the company’s newsletter, professional journals, or trade publications”) ‘Societal Involvement’: Taking part in collective activities in a societal context (e.g. “Participate in community projects” or “Attend meetings or civic and social groups, clubs, and so forth”) . xxxx

Networking behavior  objective career success: Dutch ministry Most effective is Participating for Work: being actively involved in collective, social meetings in a functional/business context males > females To a minor degree effective is Maintaining Contacts: being actively involved in bilateral social meetings in a functional/business context females > males Unrelated to success is Societal Involvement: collective activities in a societal context females = males Negatively related to success is Socializing: passively taking part in collective activities in a functional/business context

Networking behavior  objective career success: Dutch lawyers Most effective is Participating for Work: being actively involved in collective, social meetings in a functional/business context males > females Unrelated to success: Maintaining Contacts: being actively involved in bilateral social meetings in a functional/business context females = males Societal Involvement: collective activities in a societal context Socializing: passively taking part in collective activities in a functional/business context

Determinants of objective career success (Dutch lawyers) Present salary  age, number of billing hours, (less) care-tasks, ‘Participating for Work’ (actively involved in collective, social meetings in functional/business context) Salary increase age, number of billing hours, knowing whom, learning opportunities xxxx

Knowing why, how, whom (item examples) I am still searching for my professional identity. I know who I am, professionally and in my career. I know what kind of career I want. I try not to miss opportunities that would contribute to my career. I Knowing-How I possess good networking skills. I am not sure how to develop new relationships. I know how to organize my future career. I know in which activities to engage to help my career growth. Knowing-Whom Co-workers say that I know a lot of people within the organization. I am well connected within the organization. I have a lot of contacts within the organization. I find career support inside my organization.

Learning opportunities (item examples) Your boss gives you useful advice and support. In the job, you get little support or encouragement from others. This job puts you under constant pressure: there are seldom any periods ''to catch your breath''. You manage a business or unit with financial difficulties. My work context motivates me to enlarge my professional knowledge. My organization gives me ample space to reflect on my work. I am challenged to solve problems by my self. In our organization there is no opportunity to learn from colleagues. I like to be told precisely what to do in my work xxxx

Determinants of several measures of subjective career success (Dutch lawyers) Commitment office  age, socializing, participating for work, learning opportunities Commitment career knowing-why Job satisfaction learning opportunities Motivation to learn learning opportunities, autonomy Depression task load Burnout socializing (-), knowing why (-), task load Engagement knowing-how, autonomy xxxx

Van effectiviteit naar succesvolheid: arenaselectie Niet alleen talent voor werk maar ook talent voor succes (‘being effective & successful’) Wat bepaalt succes aan de top? In elk type organisatie (bijv.multinational, ministerie, universiteit, kerk, of leger) ‘arenaselectie’ aan de top Welk talenten zijn nodig voor de ‘arena?

Selection of n objects from set of m objects: ‘absolute’ measurement of object attributes  combination rule (+ weights) to obtain attribute sum score for object pick object with largest attribute sum score

Selection of n objects from set of m objects: ‘arena’ pair-wise comparison of two objects on criterion  rank order objects on account of number of wins pick object with largest rank number (=most wins) Advantage: no need to measure attributes

Selectie voor de top Structuurkenmerken als: Hoog risico ‘power play’ Grote zichtbaarheid ‘Agentic nature’

Two step selection model Step 2 (high to top levels): Arena selection: interpersonal comparison Criteria: implicit, emergent Behavior in specific and critical job situation                       Step 1 (entry to middle levels): Absolute selection: measurement of attributes Criteria: explicit, predetermined Candidates not in direct competition

Arena model Social work situations Domain specific Intra- or interorganizational Dramatic appearance, dominant elite present Interpersonal competition: direct comparison Emergent criteria Behavior, attributes, presence Overt or hidden Decision makers decide who ‘wins’: homogeneity Presence of candidates in same situation required Emphasis on visible and social dimensions Interpersonal effectiveness, assertiveness, social prominence Irrelevant attributes (gender, race, attractiveness, age, manners) Criteria are emergent, not predetermined Contest mobility: overt criteria, successful behaviors Sponsored mobility: hidden criteria (origin, background) Arena leads to increased homogeneity top management

Gevolgen van arenaselectie Aanwezigheid en zichtbaarheid in zelfde situatie Sociale situatie Situatie genereert sociale vergelijking en competitie Nadruk op zichtbare en sociale dimensies Criteria zijn emergent: ze ‘rijzen op’ uit de situatie Irrelevante maar waarneembare attributen (geslacht, manieren, attractiviteit) Domeinspecifieke impliciete leiderschapstheorie van besluitvormers (bijvoorbeeld. juiste ‘afkomst’)

Wanneer arenaselectie? Monitoring individuele prestatie + relevante attributen is lastig Geoorloofd kandidaten met elkaar te confronteren Arenatoegang is gebaseerd op individuele prestaties Keuze is zichtbaar Risicominimalisatie Carrièrehulpbronnen zijn schaars ‘Agentic nature’: competitie, sociale dominantie

Talenten voor de arena Algemene competenties voor arenatoegang Specifieke arenacompetenties variëren met domein Profiel van ‘winnaar’ varieert met profiel van topmanager ‘Wapens’ zijn niet expliciet Mentor en sociale groep assisteren bij ontdekken van ‘wapens’ Arenastructuur altijd aanwezig op hogere niveaus In begin van de loopbaan absolute selectie, later arenaselectie

Enige actuele onderzoeksprojecten (ACCR) Bepalende factoren van functieovergangen in management Dynamische predictie van lange termijn carrièresucces in management Differentiële effecten van human capital en social capital op objectief en subjectief carrièresucces