Les transitions professionnelles contraintes par des restructurations : dynamiques individuelles et modalités d'accompagnement

Sardas, Jean-­Claude; Gand, Sébastien

doi:10.3917/geco.103.0026

Cited by 11 publications

(7 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Dans ce cas, ils relèvent davantage du vécu expérientiel de l'individu, et l'accumulation d'émotions négatives pourrait être considérée comme élément prédisant une reconversion. Parfois, ils sont liés au contexte organisationnel ou sociétal et correspondent à des restructurations (Berton, 2013 ;Sardas & Gand, 2011), des délocalisations (Vignal, 2005), une dégradation des conditions de travail (Gollac, 2005), des conflits (Glée & Scouarnec, 2009) ou des plans sociaux (Mazade, 2003). Des imprévus comme une maladie ou un accident du travail sont également reconnus comme causes de transition et de reconversion professionnelle (Waser & Lenel, 2014).…”

Section: éVénements Déclencheurs De Reconversion Et D'émotionunclassified

Emotions in the context of the career change: academic review and research perspectives

Thibauville¹,

Castel²,

Valléry³

2017

osp

View full text Add to dashboard Cite

show abstract

Section: éVénements Déclencheurs De Reconversion Et D'émotionunclassified

Emotions in the context of the career change: academic review and research perspectives

Thibauville¹,

Castel²,

Valléry³

2017

osp

View full text Add to dashboard Cite

show abstract

“…This might include helping define a professional project, conducting job-role analysis (Krumboltz, 2015; Paul and Moser, 2009), or assisting with writing a CV. The consultant must demonstrate a capacity for professional guidance (Sardas and Gand, 2011). The psychological approach: research has demonstrated the damaging effects of redundancy – it can lead to negative psychological effects such as anxiety, a sense of loss, and/or a feeling of betrayal (Krumboltz et al , 2013).…”

Section: Accompanying Career Transitionmentioning

confidence: 99%

Section: Accompanying Career Transitionmentioning

confidence: 99%

“…In 2013, Pôle emploi[2] provided private-sector consultants with 239,875 services whose duration was at least three months (Cour des Comptes, 2014). If the practice of career transition support for job seekers has developed exponentially in response to the continuous growth in unemployment (Demazière, 2013), the management research into the jobs that are associated with this practice remains rare (Cusin, 2012; Sardas and Gand, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Career transition consultants’ perceived roles

Hennequin

Condomines

Wielhorski

2017

CDI

View full text Add to dashboard Cite

Purpose Employment transitions are an integral part of an individual’s career path. However, not every individual can cope with these changes. Some may not know how to mobilise their capacities in order to return to work. Consequently, various countries have devised policies aimed at supporting the unemployed, in programmes that are led by consultants. The purpose of this paper is to present a case study of career transition consultants who work for a private consulting firm. It examines how consultants perceive their role and how these perceptions influence the support they provide to beneficiaries. Design/methodology/approach In total, 20 French career transition consultants took part in the interviews. Qualitative data were gathered through semi-structured interviews. Findings Ideal types of career consultants were drawn up, based on the distinction between the agent model and the community model. Depending on their perceived role, consultants set up different career transition strategies and develop different capacities among their beneficiaries. Research limitations/implications Consultants advocate for flexible support for people seeking employment. This research aims to question the policy of distributing beneficiaries among consultants’ portfolios. In France, the approach is made without considering the beneficiary’s profile. A better approach would be to find common ground between the consultant’s profile and the beneficiary’s expectations (e.g. help with business start-up, a career plan, or psychological support). Further, the differentiation of profiles and practices opens up other research opportunities (in corporate coaching, tutoring, and vocational guidance). Practical implications From a managerial point of view, this research questions the policy of distribution of the beneficiaries in consultants’ portfolios. Indeed, in France, the approach is made a priori (without exact knowledge of the beneficiary’s profile). Yet, it seems that the approach would be more effective if consulting firms looked for common ground between the consultant’s profile and the beneficiary’s specific expectation (e.g. help with a new business start-up, the creation of a career plan, or a specific need for psychological support). Originality/value This research investigates a little known and important fact in career transition management: the heterogeneous nature of consultancy service and the capacities consultants highlight as being helpful to beneficiaries in career transition.

show abstract

“…We would however go further by arguing that if roles contribute to processes of identity building, identity work is only one of the dimensions of individuals' response to the prescriptions associated to their role. The interest of such an approach is its ability to shed light on a comprehensive set of dimensions core to understanding individual experiences at work, which include but are not restricted to their sense of identity and belonging, by taking simultaneously into account, for example, the strategic resources individuals have to face expectations, their physiological resistance, their cognitive ability to do what they are asked and their subjective perception of role expectations (Sardas, 2008;Sardas, Dalmasso, & Lefebvre, 2011;Sardas & Gand, 2011). The role approach will allow us to gather insights into how expectations shape individual behaviour but also into how role enactment can question and shape the organisation in return.…”

Section: Draws Onmentioning

confidence: 99%

Unravelling the Experience of Consultants at Work: a Pattern of Role Enactment Beyond Compliance

Noury

Gand

Sardas

2014

AMPROC

Self Cite

View full text Add to dashboard Cite

In this paper, we contribute to the study of the experience of consultants at work in two ways. First, we develop a framework of role analysis by identifying two core dimensions of consultants' professional role expectations in the literature: knowledge, whether technical or relational, and commitment, both in terms of behaviour and endurance. Second, we go on to apply this framework to 26 interviews of consultants and former consultants, from junior consultant to partner, working or having worked for 15 different firms, in order to better understand how they enact their role along all its dimensions and how it evolves over time. It allows us to spot two different patterns of role enactment: complying and negotiating and to understand their evolutions. Our findings shed light on the heterogeneity of consultants' behaviour, beyond compliance, and allow us to discuss the possibility of resistance in such elite environments.

show abstract

Les transitions professionnelles contraintes par des restructurations : dynamiques individuelles et modalités d'accompagnement

Cited by 11 publications

References 7 publications

Emotions in the context of the career change: academic review and research perspectives

Emotions in the context of the career change: academic review and research perspectives

Career transition consultants’ perceived roles

Unravelling the Experience of Consultants at Work: a Pattern of Role Enactment Beyond Compliance

Contact Info

Product

Resources

About