Developing Sustainable Careers Across the Lifespan (eBook)

Ans De Vos, PhD, holds the SD Worx chair “Next generation work: Creating sustainable careers” at Antwerp Management School, Antwerp, Belgium and is full professor at the University of Antwerp, Faculty of Economics and Business Administration. She is also a research fellow at the Faculty of Business and Economics, KU Leuven. Her focal areas of interest are career development, sustainable career management and psychological contracts, which she approaches both from an individual and organizational perspective. She is academic director of the “Leadership & Career Development” track of all fulltime master programs organized at Antwerp Management School.  Jean-Marie DUJARDIN holds a Ph. D. in Business Administration from University of Liège. He is Professor at HEC-Management School of University of Liège: he teaches Human Resource Management, competencies management, leadership and didactic of economics. He is academic responsible of the Research Unit in the Management of Competencies at HEC-Liège. This research unit has carried out researches on the management of competencies in the firms, on the competencies of leaders and managers, on forecasting the necessary qualifications in the labour market for a region, on assessment of competencies in the firms and on recognition of prior learning.  Tim Gielens is Researcher at the Antwerp Management School in the Competence Center ‘Next Generation Work’. He holds a Master degree in Industrial Psychology (KULeuven) and an additional Master degree in Human Resources Management (Antwerp Management School). His current field of research is situated at the intersection of people and organization focusing on making careers and career management more sustainable, identifying the mechanisms of the new ways of working and finally facilitating the social dialogue in organizations by means of co-creation. Caroline MEYERS holds a Master in Political and Social Sciences, a Master of  Arts in European Studies from KU Leuven (Belgium) and a European Master of Public Administration from K.U.Leuven (Belgium) and Hochschule für Verwaltungswissenschaften Speyer (Germany). In her present position, she is Expert transnational cooperation within the ESF-Agency-Flanders.  She is responsible within the European Social Fund Flanders for the co-ordination of transnational cooperation and contact point with the EC, responsible within the European Social Fund Flanders for the support structure and coaching of colleagues on transnational cooperation, Member or coordinator of several European networks (e.g.  the European network on gendermainstreaming, coordinated career and age) and member in the UNDP Roster of Experts in Gender Equality and Women's Empowerment in Public Administration (GEPA) since 2014.

Preface 5
Acknowledgements 7
Contents 9
About the Authors 12
Chapter 1: Introduction: ESF Network Career & AGE (Age, Generation, Experience)
1.1 The Challenge of Making Careers More Sustainable 17
1.2 Aims and Scope of This Book 18
1.3 ESF Career and AGE Network: Methodology and Approach 18
1.4 Structure of This Book 19
1.5 Conclusion 20
References 20
Chapter 2: Conceptual Framework for Sustainable Careers 21
2.1 Careers Within a Changing Career Context 21
2.2 Sustainable Careers 23
2.3 Career Dynamics: Careers as Learning Cycles 26
2.4 The Broader Picture: A Lifecourse Perspective on Careers 28
2.5 Sustainable Career Management 29
2.5.1 Focus on Employability and Workability 31
2.5.2 Anticipating for the Future: A Proactive Approach 33
2.5.3 Inclusive Approach: A Broad Scope 34
2.5.4 Enabling a Tailor-Made and Individualized Approach 36
2.5.5 Active Involvement of Employees 37
2.5.6 Career Support 38
2.6 Conclusion 39
References 39
Chapter 3: Examples of Good Practices at Multiple Levels 41
3.1 Food for Thought Coming from European Good Practice 41
3.1.1 Career Vouchers (Belgium, Flanders) 42
3.1.1.1 What is a Career Voucher? 42
3.1.1.2 Objectives of the Career Voucher 42
3.1.1.3 Some Facts and Figures 43
3.1.1.4 Impact of the Career Vouchers 43
3.1.2 Cité des Métiers 44
3.1.2.1 What is Cité des Métiers? 44
3.1.2.2 Objectives of Cité des Métiers 44
3.1.2.3 Some Facts and Figures 45
Way of Working 45
3.1.2.4 Impact of Cité des Métiers 46
3.1.3 Age Management in the City of Helsinki (Finland) 47
3.1.3.1 What is the Age Management Project in Helsinki? 47
3.1.3.2 Objectives of the Project 47
3.1.3.3 Facts and Figures 47
3.1.3.4 Impact of the Project 48
3.1.4 C.I.F.: Le Compte Individuel de Formation (France) 49
3.1.4.1 What is “Le Compte individuel de Formation”? 49
3.1.4.2 Objectives of the Project 49
3.1.4.3 Facts and Figures 50
3.1.4.4 Impact of the Project 51
3.1.5 The House of Workability (Johnson & Johnson Belgium)
3.1.5.1 What is the House of Workability Project? 51
3.1.5.2 Objectives of the Project 52
3.1.5.3 Facts and Figures 53
3.1.5.4 Impact of the Project 55
3.1.6 Minerva Plan (KBC Bank, Belgium) 56
3.1.6.1 What is the Minerva Plan? 56
3.1.6.2 Objectives of the Minerva Plan 56
3.1.6.3 Facts and Figures 56
3.1.6.4 Impact of the Project 57
3.1.7 Kestrel (United Kingdom, Northern Ireland) 57
3.1.7.1 What is the Kestrel Project? 57
3.1.7.2 Objectives of the Kestrel Project 58
3.1.7.3 Facts and Figures 58
3.1.7.4 Impact of the Kestrel Project 58
3.1.8 Navigator Centres (Sweden) 59
3.1.8.1 What are Navigator Centres? 59
3.1.8.2 Objectives of Navigator Centres 59
3.1.8.3 Facts and Figures 60
3.1.8.4 Impact of the Navigator Centre Project 61
3.1.9 Diversity & Inclusion Program (Novartis)
3.1.9.1 What is the Project “Diversity and Inclusion” 61
3.1.9.2 Objectives of the Project 61
3.1.9.3 Facts and Figures 62
First Pillar: Create Diversity 62
Second Pillar: Stimulate Inclusion 63
Third Pillar: Life-Work Integration 63
The Fourth and Last Pillar Is the Promotion Externally 64
3.1.9.4 Impact of the Project 64
Description of the Career Legacy Circle initiative 65
The Program Is Offered to the Following Employees 65
Methodology 65
Win-Win for Employees and Novartis 65
3.2 Reflection by Monique Valcour 66
3.3 Conclusion 68
Chapter 4: Context & Transfer Issues: How Can Good Practices Be Transferred?
4.1 Introduction 69
4.2 From the Original Context to the Target Context. Analysis of the Literature About Policy Transfer Studies 70
4.2.1 How to Define Policy Transfer and Transferability of a Good Practice? 70
4.2.2 Which Elements to Transfer: Global or Selective Transfer? 71
4.2.3 Which Criteria for Assessing the Transfer Success? 72
4.2.4 Looking for Transfer Is a Lesson-Drawing Process 73
4.2.5 How Does Transferability Work in Practice? The Transfer Process 74
4.2.6 Voluntary or Coercive Transfer? 76
4.2.7 What Are the Key Success Factors Leveraging a Transfer? 76
4.2.8 What Are Possible Obstacles or Potential Factors Generating Failures? 76
4.2.9 How to Manage the Change in the Transfer Process? 77
4.3 Description of a Socio-economic Context 77
4.4 Description of an Organisational Context 79
4.5 Examples of Potential Transfers 81
4.5.1 Career Vouchers: Transfer from Flanders to Wallonia 82
4.5.2 Transferring the House of Workability from Johnson & Johnson to an SME
4.6 Conclusion 84
References 85
Chapter 5: Five Recommendations for Facilitating Sustainable Careers 86
5.1 Follow a Lifecourse Approach 86
How Can This Be Realized? 88
5.2 Bring the Individual in the Driver’s Seat of the Career 89
How Can This Be Realized? 90
5.3 Make Career Options More Flexible in a Structured Way 92
How Can This Be Realized? 92
5.4 Create a Canvas for an Integrated Approach 94
How Can This Be Realized? 94
5.5 Think Beyond the Borders of One Single Organisation 95
How Can This Be Realized? 96
5.6 Discussion 99
References 100
Chapter 6: Facilitating Sustainable Careers: Getting Started 101
6.1 For the Policy Maker 102
6.2 For the Social Partners 102
6.3 For the HR Decision Maker 103
6.4 For the Direct Supervisor 105
6.5 For the Individual 106
6.6 Conclusion 107
Chapter 7: Sustainable Competencies and Career Competencies: How to Put the Individual in the Driver’s Seat? 108
7.1 Introduction 108
7.2 Sustainable Competencies and Sustainable Careers in the New Career Context 109
7.3 The Individual’s Competencies Capital: The “Backpack of Competencies” 109
7.4 Various Types of Learning 111
7.5 Developing a Sustainable Competencies Capital 112
7.5.1 Complementary Ways for the Individual to Build and Maintain a Sustainable Competencies Capital 113
7.5.2 Developing the Learning Capacity 114
7.6 Conclusion 115
References 117
Chapter 8: EpilogueEuropean Commissioner Marianne Thyssen, Commissioner for Employment, Social Affairs, Skills and Labour Mobility 119