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.
In an increasingly competitive job market, employer branding takes on vital importance for companies aiming to attract and retain young graduates. Generation Z, consisting of individuals aged 18 to 25, is stepping into the job market with high ambitions. These young talents, often discerning, place significant emphasis on the values and reputation of the company where they contemplate launching their careers. What are the major challenges of employer branding when it comes to targeting young graduates?