Extract
[...] Primarily intended for human resources managers, executives, and employees, this reference framework is developed in collaboration with these stakeholders to ensure its relevance and usefulness (Labruffe, 2005)24. It provides detailed descriptions of the skills required for each position, thus facilitating the evaluation of skills and the planning of training actions (Boyer, 2005)25. Cadin et al., (2002)26 emphasize the importance of consistency and validity of content in the construction of these reference frameworks. They stress that these tools only reflect only what the evaluation device reveals, which raises semantic and visibility challenges, related to the very definition of competence (Cadin et al., 2002). [...]
[...] These bifurcations are not punctual events, but rather complex processes influenced by a multitude of factors (Negroni, 2005). Negroni refers to them as "turning points in existence" or "marked events", highlighting their ability to profoundly alter the biographical trajectory of the individual (Negroni, 2005)" They represent moments where the past, present and future intertwine, prompting individuals to reconsider their history in light of the changes envisioned or implemented in their professional career. Individuals actively engage in this process, seeking to chart their future trajectory in line with their aspirations and environment. [...]
[...] This mobility can take different forms, including internal, external and geographical, each with its own challenges and targets. Internal mobility, which concerns the movements of employees within the same organization, plays a crucial role in human resource management and organizational dynamics (Doeringer and Piore, 1971)32; Maruani and Reynaud, 199333). It allows not only the predictive management of jobs and skills, but also the loyalty of personnel (Bouttafirgue, 2001)34. Internal mobility of managers, particularly in large organizations, is highlighted by Janand (2015)35 as being historically important for the development of skills and synergies between departments. [...]
[...] Some see it as an opportunity for renewal after a difficult period, while others feel a constraint preventing them from fully achieving their professional aspirations (Negroni, 2005). Thus, voluntary professional retrainings do not limit themselves to career changes, but represent moments where individuals re-examine their professional and personal identity, navigating between continuity and rupture, predictability and unpredictability, past and future (Negroni, 2005)71. These narratives highlight the complexity of biographical trajectories and the way individuals construct meaning from the events that mark their professional life. [...]
[...] As Grillot (2013) recommends,64, it is imperative to abandon the rhetoric glorifying fulfilling work in favor of a real consideration of the quality of employment, involving decent working conditions and effective participation of workers in the organization of their activities. The new forms of work, characterized by their flexibility and precariousness, exacerbate social disparities, as Wittorski (2007) notes,65. Individuals evolve within various spheres of activity that shape their identity and professional trajectory. This approach highlights the importance of taking into account both the objective context in which the action is inscribed and the subjective perception that the individual confers on their work, thus integrating essential identity and emotional dimensions into the process of professional development. [...]
