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Progressively, and particularly in France, employability has become an imperative in the context of responsible and effective management of restructuring. As soon as job security can no longer be guaranteed by the employer, the development of employability becomes a management imperative. Largely imposed by labor law, this imperative nevertheless rests on instrumental foundations in terms of social and financial (Garaudel et al. 2016), and also moral costs, the employer being responsible for the evolution of the professional value of employees (Dietrich 2010). It should also be noted that the literature abounds in showing that the fate reserved by the employer for the “victims” of restructuring largely determines the mobilization of the “survivors” (Datta et al. 2010). The legal frameworks of social plans, job protection plans (plans de sauvegarde de l’emploi, PSE), and more broadly of GPEC (strategic workforce and skills planning), are designed in this spirit: employers are invited to reduce the cost of restructuring for the community by anticipating and preparing employees for the possibility of professional mobility. Employability is an HRM and skills management issue (Loufrani-Fedida et al. 2015) and refers to the problem of maintaining employment and orchestrating internal mobility, which is no longer systematically upward.