Individual aspirations and collective identity, well-being and performance, economic development and CSR, long-term vision and short-term reality, remote and face-to-face contact, transformations and stability... People are faced with many contradictions in the organizations where they work. How can we manage these in-between situations, which are both the fruit of an earlier economic worldview and the seedlings of future competitiveness?
Talent management has become a focal point in Human Resources management.
Since the early publications on the "War for Talent" in the 1990s (Steven Hankin, 1997), during a time when the job market was highly competitive, especially for recruiting top-level executives, organizations have come a long way in recognizing the specificity of actions and projects to be implemented to address this concern.
A true driver of social openness and inclusion, apprenticeship is a highly professionalizing and virtuous training modality for both companies and apprentice students.