Employability and Industrial Mutations: Between Individual Trajectories and Organizational Strategic Planning

Description

Industrial, economic and organizational mutations are creating a transformation in employment, skills and work. Developing the employability of the workforce is one response to these challenges. However, the link between mutations and employability is not obvious: it must be constructed and implemented in order to ensure that employees are able to reach satisfying professional situations. Employability and Industrial Mutations presents a definition of employability and the associated challenges for public authorities, organizations and employees: managing unemployment, successful change and employee empowerment. It then examines several worker profiles to better understand what “being employable” means. It goes on to analyze several examples of management systems for employability at different stages of an individual’s career, and finally explores the issue of developing or maintaining employability in real-life situations and contexts. This book brings together researchers and practitioners from a range of different fields in order to shed light on the complex relationship between mutations and employability. Cover Half-Title Page Title Page Copyright Page Contents Foreword by Patrick Gilbert Foreword by IPSI Introduction PART 1: Towards a General Theory of Employability Introduction to Part 1 1. Employability and Public Policy: A Century-long Learning Process and Unfinished Process 1.1. One hundred years of trial and error between the individual and the collective: seven operational definitions of employability 1.1.1. Seven versions in three waves during the 20th century 1.1.2. From static to dynamic and from unilateral to interactive 1.2. Current tensions and recompositions 1.2.1. “Profiling”, from contextual calibration to negotiated interaction 1.2.2. Employability between individual capacity and collective construction 1.3. Conclusion 1.4. References 2. Employability as a Managerial Imperative? 2.1. Employability and change: the migration of a concept 2.1.1. Employability, a matter of public policy 2.1.2. Employability as an employer’s responsibility in managing restructuring 2.1.3. Employability as an individual responsibility 2.1.4. Employability for the development of organizations and individuals? 2.2. Employability management practices 2.2.1. Assessing employability 2.2.2. Developing employability 2.3. Conclusion 2.4. References 3. Capability-based Employability: A Total Organizational Fact 3.1. Employability: being able and enabled to 3.1.1. Qualification, skills and competence: what it means to be capable 3.1.2. Being able to: a condition for the exercise of responsibility 3.2. Skill-based employability, capability-based employability 3.2.1. Employability based on skill maintenance 3.2.2. Employability based on skill development 3.2.3. Employability based on capability 3.3. A total organizational fact 3.4. The five traits of the capability-enhancing organization 3.5. Conclusion 3.6. References PART 2: Employability and Individual Trajectories Introduction to Part 2 4. The “Unemployable”: Different Figures, Between Societal Construction and Unconscious Meanings 4.1. People who are not allowed to work 4.1.1. Migrants 4.1.2. Persons reaching the age limit 4.1.3. People who are still off work or declared unfit by the occupational physician 4.2. Discriminated audiences 4.2.1. Situations of discrimination in the texts 4.2.2. Situations on the ground often ignored or denied 4.3. Audiences for cognitive remediation 4.3.1. From the children of the Shoah to the young people of the “neighborhoods” 4.3.2. Interest and limits of the analysis in terms of “deprivation” 4.4. People who “suffer” in social work through their work 4.4.1. The unconscious and the law of repetition – the transference 4.4.2. Transfer to the social scene and work 4.4.3. The “opportunities” offered by the context 4.4.4. A perpetual misunderstanding 4.5. The generation of refusal 4.5.1. A self-definition that no longer necessarily involves work 4.5.2. The refusal of suffering at work 4.6. Conclusion – discussion 4.6.1. Audiences, people and problems? 4.6.2. Personal characteristics and contextual factors 4.6.3. Evolution over time 4.6.4. Taking invisible tools seriously 4.7. References 5. Staying in the Game: Employability and Mobile Careers in the IT Industry 5.1. Independence as the pinnacle of a boundaryless career orientation 5.1.1. The choice of independence 5.1.2. Career opportunities 5.2. Maintaining employability as a condition of independence 5.2.1. Employability development 5.2.2. Choice of mission and employability 5.3. Boundaryless career success and employability 5.3.1. A “cognitive compass”? 5.3.2. What are the factual orientations of their careers? 5.4. Conclusion 5.4.1. Contributions and research avenues 5.4.2. Openings and societal issues 5.5. References 6. Employability in the Era of Digitization of Jobs 6.1. Introduction 6.2. Skills for the contemporary labor market 6.2.1. The T-shaped professionals 6.2.2. Employability in the changing labor market 6.2.3. Technological change and work design 6.3. Research methods 6.3.1. Research setting and sample 6.3.2. Variables 6.3.3. Data analysis 6.4. Findings 6.5. Discussions and directions for future research 6.6. References PART 3: Career Stages, HRM and Employability Introduction to Part 3 7. The MRS, a Device in Favor of Employability and Social Performance 7.1. The MRS as a partnership practice 7.1.1. The MRS from the point of view of Pôle emploi: placing the long-term unemployed 7.1.2. The MRS from an organizational perspective: mass recruitment for jobs under pressure 7.1.3. The MRS from the candidate’s perspective: getting back into the labor market 7.2. MRS and employability 7.2.1. Employability as a type of psychological contract 7.2.2. The MRS as a mechanism for the new psychological contract 7.2.3. The effects of MRS recruitment on employee loyalty 7.3. Survey and main findings on MRS recruitment 7.3.1. Survey protocol 7.3.2. Socio-demographic characteristics of recruited candidates 7.3.3. The results of the survey: the conditions for the MRS to be a positive HR lever 7.4. Discussion and conclusion of the results 7.4.1. Benefits of the MRS in terms of commitment 7.4.2. Recruitment and employer brand 7.5. References 8. Recruiting in Innovative Activities: From the Impossible Search for a Match to the Construction of Employability 8.1. Recruiting for an innovative activity in a context of rapid growth in production 8.1.1. Initial situation and issues 8.1.2. The external dimension of the system: broadening and qualifying the recruitment base 8.1.3. The internal dimension of the system: design of a formalized tutoring approach 8.2. The effects and actual functioning of these devices 8.2.1. The central role of teaching tools 8.2.2. A multiplication of singular tutor–learner relationships 8.2.3. Impact of the system on the rules of collective action 8.3. Lessons learned in terms of employability 8.3.1. Employability, a convention to be imagined, negotiated and implemented 8.3.2. Employability, an approach that goes beyond the search for a match between needs and resources 8.3.3. Employability, a construction around a double frontier: internal/external and training/production 8.4. Conclusion 8.5. References 9. Reclassification and Employability: A Reading in Terms of Boundary Objects 9.1. Social support for company liquidations: a collective actor for the employability of those made redundant 9.2. Studying the boundary objects of the reclassification of victims of collective dismissals 9.3. Study of an emblematic case, the reclassification cell of the Air Littoral liquidation PSE 9.4. The boundary objects of the reclassification of victims of the Air Littoral PSE 9.4.1. The boundary between the reclassification cell and the monitoring committee: negotiating the means, standards and results of reclassification 9.4.2. The reclassification cell – individual boundary: managing categories and assessing situations 9.5. Discussion: the infrastructure of individual and collective employability in reclassification 9.5.1. The infrastructure for translating individual employability: profiling a psychological state and a personal situation 9.5.2. The negotiated infrastructure of collective employability: contested categories that make the unsupported invisible 9.6. Conclusion 9.7. References 10. Being Employable, a Matter of Context 10.1. Employability, an imperative between universalism and contingency 10.1.1. The employable individual: an exceptional being? 10.1.2. Being employable: a matter of context 10.1.3. A conventionalist interpretation of employability 10.2. Results 10.2.1. Fabdièse: employability in the industrial world 10.2.2. Servinfo: employability in the commercial world 10.2.3. Aidiance: employability in the interpersonal world 10.3. Conclusion 10.4. References PART 4: Employability and Work Situations Introduction to Part 4 11. What are the Possible Futures in the Factories of the Future? The Case of Operators in an Aeronautics Company 11.1. Review of the literature 11.1.1. Factories of the future: characteristics and challenges of ongoing digital transformations 11.1.2. Digital transformation of industry and skills: the case of operators 11.2. Methodology 11.3. Results 11.3.1. Between skills upgrading and deskilling: a polarization that can be observed within the operator population itself 11.3.2. Between skills upgrading and deskilling: is there a “third way” in the factories of the future? 11.3.3. Faced with digital transformation: what HR support for operators? 11.4. Conclusion 11.5. References 12. Digital Technologies as a Lever for Developing the Employability of Middle Managers 12.1. The employability of middle managers 12.2. Digital technology and employability of middle managers 12.3. Research context 12.4. Data collection and analysis 12.5. Main results 12.5.1. Result 1: an opportunity to tinker 12.5.2. Result 2: an opportunity to develop technical and managerial expertise 12.5.3. Result 3: digital technology as a barrier to employability? 12.6. Discussion 12.6.1. Digital technologies and managerial leeway 12.6.2. Towards an enabling environment: digital and DIY 12.7. Conclusion 12.8. References 13. Work as a Factor of Integration and Employability: The Case of Trisociété 13.1. From employability controversies to the study problem 13.2 Professional integration and production requirements: the case of Trisociété 13.2.1. Presentation of the case 13.2.2. Remarkable elements of the Trisociété experience 13.3. Discussion: from employability to “employerability” 13.3.1. Axis 1: production requirements and quality of working conditions 13.3.2. Axis 2: organizational and managerial support 13.3.3. Axis 3: speaking work 13.3.4. Axis 4: professional support for career paths 13.3.5. Axis 5: business agility 13.4. Conclusion 13.5. References Conclusion List of Authors Index Other titles from iSTE in Innovation, Entrepreneurship and Management