This joint work on employability in periods of major change will make the adaptation actions of companies more legitimate and acceptable, including in the event of restructuring: “I will be more confident about my future if I know that I have the ability to adapt to a new job”.
Box 1. IPSI (Institution pour le progrès social dans l’industrie) in a nutshell
The Institution pour le progrès social dans l’industrie (IPSI) is a joint association whose founding members are the Groupement des entreprises sidérurgiques et métallurgiques (GESiM), on the one hand, and the trade unions CFTC, CFDT, CGT-FO and CFE-CGC, on the other hand.
The association’s main objectives are as follows:
– to contribute to the improvement of social, professional and strategic dialogues in companies;
– to promote a management by competencies, a management that is responsible, valorizing and a source of performance in the long-term;
– to contribute to all innovations and experiments in social matters;
– in a more global way, to take an interest in all subjects in the field of human resources (work organization, skills management, training, etc.).
Its operation is based on the exchange of experiences and joint sharing between HRDs, DAS and federal representatives of trade unions.
IPSI, in the wake of Think Tanks, also has a more operational vocation as a Do Tank: support, observation and capitalization of social experiments.
The company, as a cell of society, would thus have a better capacity to adapt to the evolution of its environment thanks to employees who, in the course of their duties, have permanently developed their own capacity to be employed in a context of constant change.
Xavier LE COQ
President of IPSI
President of the CFE-CGC Sidérurgie French National Iron and Steel Union
Jacques LAUVERGNE
Vice-President of IPSI, President of GESiM
Emmanuelle CHAPELIER
General Delegate of IPSI
November 2021
Introduction
The Mutations – Anticipations – Innovations research chair at IAE Paris Sorbonne Business School has been structured for some 20 years in the form of a collective of researchers and economic actors (employers, trade unionists, consultants and experts) concerned with producing knowledge useful for action on the economic, technological, organizational and sociological changes that have an impact on employment and skills. Like this book, this network is open to a variety of disciplinary and institutional positions.
Since 2019, a partnership with the Institution paritaire pour le progrès social dans l’industrie (IPSI), a forum for dialogue and experimentation involving industrial employers and four representative trade unions (CFDT, CFE-CGC, CFTC and FO), has made it possible to extend the Chair’s discussions. It encourages the sharing of experiences and points of view, and the capitalization of knowledge necessary for collective learning within a joint observatory of industrial mutations. This book, the result of a research seminar organized in December 2019, is one of the milestones. Its ambition is to produce actionable knowledge by mobilizing research work firmly anchored in concrete situations to shed light on managerial decision-making on a practical issue: employability.
Choosing the theme of employability is far from trivial. As our partners suggest in the joint foreword they have written together, referring to employability in France is a political choice. When the word was dropped into the public debate in the mid-1990s by Jacques Barrot, then French Minister of Labor, it announced a change of perspective: the fight against the mass unemployment that was plaguing French society did not necessarily involve preventing redundancies, but could also involve better equipping workers for their professional transition. This is a paradigm shift for HRM thinking: adjusting employment is no longer a shameful decision as soon as employees find internal or external re-employment. Betting on employability means betting on movement and adaptability and giving up on stability and immobility; it means thinking of the “work factor” as a flow and no longer as a resource.
Since then, a succession of reforms has been introduced to support this project: greater flexibility in the terms and conditions for terminating employment contracts (with redundancy gradually giving way to contractual termination), the development of access to training independently of the employer, the portability of social rights, and the development of a rhetoric that makes individuals responsible for their own career paths. If yesterday’s “talent” made it possible to find a “good situation”, today’s “talent” consists of knowing how to be wary of putting down roots and moving from situation to situation by seizing opportunities.
This change of perspective is part of fundamental societal changes – the “liquid society”. It also reflects and makes possible a change in changes. These changes are probably more rapid, and quantitative and qualitative adjustments to the workforce can no longer be matched at the rate of generational renewal. The feeling has taken hold that there is an urgent need to adapt always and everywhere to new technologies, to intensifying competition, and to an environment that has become so turbulent that any effort at planning has become futile. Employability is seen as an imperative: an imperative for job seekers, obviously; an imperative for employees for whom being employable allows them to remain in employment despite the changes; an imperative for companies, which can see it as a way of succeeding in their transformations, all the more so because mobility is less costly for employees.
However, this rosy picture needs to be qualified. Although, at first glance, employability is defined as the ability to find a job or remain in a job, it is only a solution if workers have the concrete possibility of seizing quality opportunities and of not embarking on career paths marked by precariousness, downgrading and loss of income. However, the changes we are talking about here often have the effect of destroying the value of acquired skills and putting workers in competition with each other each time they appear on the internal or external labor markets. Flexibility without insecurity is the challenge.
This collective work returns to these questions. First, the concept of employability and its implications for public authorities, organizations and employees will be better defined (Part 1). It will then be possible to specify several figures of the employable or unemployable worker to better understand what being employable means (Part 2). Then, examples of management systems will be presented, all of which contribute to the development of employability at different stages of a career: recruitment, skills upgrading and reclassification (Part 3). Finally, the question of developing or maintaining employability will be examined as the result of the work situations and contexts in which workers evolve (Part 4).
The first part of this book aims to clarify the issues involved in thinking about employability by crossing disciplinary perspectives. In Chapter 1, Bernard Gazier first traces the history of the concept by adopting the point of view of the public authorities, for whom the challenge is to deal with the nagging issue of mass unemployment and to fight against the casualization and downgrading of workers. This leads him to look back at the various employment policies that have followed one another and that have become sedimented. Between measures to evict people from the labor market, the fight against discrimination, access to training and career guidance services, different conceptions of employability are emerging, ranging from the objectives of combating poverty to the “construction” of a worker responsible for his or her career and able to interact with the opportunities