Career transitions

Resistance – Acceptance – Resilience

[In progress – test]

Careers are built and shaped based upon events. These events can be labelled as ‘adversities’, ‘career shocks’, ‘job transitions’, ‘setbacks’, etc. The way in which we encounter or ‘not encounter’ these events depends upon a level of resistance and the process of these events depends upon our resilience. 

Loopbanen worden gevormd op basis van een opeenvolging van transities en veranderingen. Ook al blijft iemand tewerkgesteld in eenzelfde functie, toch is verandering en uitdaging eigen aan tewerkstelling over de tijd heen. Hoe we omgaan met deze verandering (zowel als organisatie als werknemer) bepaalt onze duurzame inzetbaarheid. 

When employees leave the organization, they take their knowledge with them. Their experiences in many different ways (knowledge, skills, attitudes, and other aspects) is difficult to make visible or tangible and often difficult to transfer to other employees. This mechanism can be labelled as ‘return on investment’. The organization invested in its employees and hopes to retain valuable information and experience.

When employees consider whether to invest in their staff or not, they are confronted with a ‘management paradox’: investing in employees also means ‘making our human capital more interesting for other employers’. 

From the point of view of an organization, it is part of our ‘corporate social responsability’ that we take care of our employees. This can be in the form of training for his or her job, but it can also be in the form of a social network in order to secure future employment. 

One of the popular discussions is about shared responsability regarding sustainable employability of employees. Do we need to take inititative as an employee? Or does the employer need to take the inititative? Let’s say that it is an two-way interplay between different stakeholders.

A social network appears to be one of the key mechanisms through which we can secure employment and sustainability in many different shapes and ways.

 

Welzijn na ontslag

Afscheid na ontslag

 

Literature

Peeters, E., Van de Ven, B., De Cuyper, N., Vlerick, P., & De Witte, H. (2014). Het motivationele proces van het Job Demands-Resources model bij vrijwillig en onvrijwillig ontslagen werknemers tijdens de opzegtermijn. Gedrag & Organisatie, 27(2), 213-231.

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