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Employability is the result of the encounter between the characteristics of the individual and the changing needs of the internal or external labor markets. However, and this is where the role of the company comes into play, this meeting is only made possible by the existence of public or managerial measures aimed at developing individuals or improving the functioning of the markets. The definition proposed by De Grip et al. (2004) has the advantage of integrating these different dimensions:

Employability involves the ability and willingness of employees to remain attractive in the labor market [supply factors], reacting to and anticipating changes in tasks and the work environment [demand factors], which is facilitated by the human resource development instruments available to it [role of institutions and organizations].

Figure 2.1. The three dimensions of employability, from De Grip et al. (2004)

This concept is in line with the “interactive employability” defined by Bernard Gazier (2012), whereas most studies on employability focus on individual factors, leaving in the background the elements linked to the context and in particular the levers available to organizations to improve employability – among their employees.

The attention paid by companies to employability has changed in intensity and nature over the past decades, reflecting the evolution of economic, technological and organizational changes. The issue has gradually shifted from a logic of participation in the effort to reduce or prevent long-term unemployment to the need to promote employee mobility in order to make the organization itself sufficiently mobile to seize the business opportunities that arise. These migrations of the concept can be summarized in four stages.