Talent en toernooi: ‘Human/social capital’ en loopbaansucces

1. 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

2. 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

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

4. Correlatie predictor met relatieve salarisgroei na … jaar

5. Correlatie predictor met relatieve salarisgroei na … jaar

6. 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”) .

7. 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 Unrelatedto 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 females > males

8. 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 males > females • Socializing:passively taking part in collective activities in a functional/business context females = males

9. 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

10. Knowing why, how, whom (item examples) Knowing-Why 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.

11. 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

12. Determinants of several measures ofsubjective career success (Dutch lawyers)

13. 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?

14. 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

15. 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

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

17. 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

18. 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

19. 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’)

20. 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

21. 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

22. 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