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Группа авторов. Employability and Industrial Mutations
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Volume 4. Employability and Industrial Mutations. Between Individual Trajectories and Organizational Strategic Planning
Foreword by Patrick Gilbert
Foreword by IPSI
Box 1.IPSI (Institution pour le progrès social dans l’industrie) in a nutshell
Introduction
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
2.2.1.1. Perceived employability
2.2.1.2. Measuring “real” employability through the analysis of individual trajectories
2.2.1.3. Measuring employability-skills through mixed approaches
2.2.2. Developing employability
2.2.2.1. Making resources available
2.2.2.2. Ensuring levers for activating resources
2.2.2.3. Building a project
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
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
Box 4.1.Article L1132-1amended by law no. 2019-486 of 22 May 2019 – art. 190
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
Box 5.1.Methodology
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
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
Box 9.1.The “chronicle” and content of the Air Littoral 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
Box 10.1.Methodology
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
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
Box 13.1.Research design
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. 13.2.2.1. A demanding productive project
13.2.2.2. Constructed and supported career paths
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
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