Skills Management von Alain Roger/Didier Vinot

<p>Managing skills is at the core of Human Resources Management. Based on previous literature and realized with researchers from Magellan, the Research Center in Management of iaeLyon, Skills Management examines how skills can be analyzed at the individual and collective levels, and investigates the focus on different types of skills including technical, soft, learning, leadership and emotional skills.<br /><br /> The book examines how skills management is applied in various contexts and for various populations, cultures and profiles, with examples ranging from middle managers having to develop organizational skills in a changing environment, to engineers having to develop soft skills beyond their technical skills; from police officers developing emotional skills, to the new skills that are needed when a hospital introduces a new approach to shared leadership.<br /><br /> In the concluding chapter, this book also investigates how it is sometimes difficult to focus on skills development when organization needs are focused on flexibility.</p>

Alain Roger is Professor Emeritus at Université Lyon 3, France, where he co-directs the Research Group in Human Resources of Magellan, the Research Center of Lyon.Didier Vinot is Full Professor at Université Lyon 3, where he co-directs the Research Group in Human Resources of Magellan. He is also responsible for Université Lyon 3's Chair, "Value(s) for Health".

Foreword ixIntroduction xiiiPart 1. Varieties of Skills 1Chapter 1. Skills Development at the Heart of the Mentoring Relationship 3Manel DARDOURI1.1. Competence: a portmanteau word 41.1.1. Latest developments 41.1.2. Skills typology 121.1.3. Articulation of collective skills and individual skills 181.2. Mentoring, a practice of personal and professional development 201.2.1. A look at the evolution of mentoring 211.2.2. Functions of the practice of mentoring 261.2.3. Diversity of the practice of mentoring 281.3. Skills in the framework of mentoring 291.3.1. Mentors skills 291.3.2. Collective and individual skills of partnerships 311.4. Conclusion 361.5. References 38Chapter 2. Which Human Skills Are Necessary for Engineers? 47Alain ROGER2.1. The engineering profession and its evolution 482.2. The analysis approach 512.3. Skills mobilized in their profession by engineers 512.4. The development and transmission of skills 562.5. Dimensions of human skills 592.6. References 63Chapter 3. The Emotional Skills of Police Officers in the French Anti-crime Squad (BAC) 67Hélène MONIER3.1. Police activity: emotions 683.1.1. First intervention on public roads: a psychosocial risk 683.1.2. Emotions at work 693.1.3. BAC police officers 713.2. The work of emotion: police officers emotional skills 733.2.1. From emotions to BAC police officers emotional skills 733.2.2. Developing ones emotional skills: accumulating and capitalizing on experiences, drawing inspiration from seniors and preparing through training 793.2.3. The emotional effects of the work of BAC police officers 813.3. Conclusion 833.4. References 84Part 2. The Development of Skills to Respond to New Strategic Directions 89Chapter 4. The Skills of Middle Managers in a Strategic Context of Corporate Social Responsibility: the MEDIAPOST Case-Study 91Sylvaine MERCURI CHAPUIS4.1. CSR and competences, a definitional similarity 924.1.1. What do we mean by CSR? 924.1.2. Issues pertaining to CSR in terms of competencies 944.2. Strategic integration of CSR, human capital and middle managers 974.2.1. CSR through the lens of resources and strategic skills 974.2.2. The central role of middle managers 984.3. The competencies of middle managers in a strategic context of CSR: the MEDIAPOST case study 994.3.1. MEDIAPOST, HR and the drive towards CSR 994.3.2. Maintaining and exercising the competencies of middle managers 1014.4. Conclusion 1064.5. References 106Chapter 5. Developing Employees Entrepreneurial Competencies: the Resultant Changes for SMEs 109Lynda SAOUDI and Stéphane FOLIARD5.1. What do we mean by entrepreneurial skills in SMEs? 1105.1.1. The theoretical tenets of entrepreneurial skills 1115.1.2. Learning processes and entrepreneurial skills 1125.2. How can entrepreneurial skills in SMEs be mobilized? 1145.2.1. Complementarity and overlap between the entrepreneurial skills of employees and the manager, definitions and processes 1145.2.2. Are SMBs ready for the era of entrepreneurial skills? 1165.3. The managerial consequences of developing employees entrepreneurial skills in an SMB 1175.3.1. The presence of an open director 1185.3.2. A new culture asserts itself 1195.3.3. Developing employees entrepreneurial intentions: desirability and feasibility 1205.3.4. Organizational change 1225.3.5. From HRM to ERM 1235.4. Conclusion 1265.5. References 127Chapter 6. Hospitals: Facing New Shared Leadership Skills 131Marc VALAX and Didier VINOT6.1. Analysis of organizational tensions and management changes in hospitals.  1336.1.1. A new legal context, following previous reforms 1336.1.2. Classic approaches to leadership at the hospital 1346.1.3. An evolution of leadership representation in line with structural changes 1366.2. Towards a hospital open to shared and polymorphic skills 1436.2.1. Towards new models: the doctor-manager, the nurse-coordinator, the patient keeping track: but where are the managers? 1456.2.2. Forms of medical leadership illustrating multiform clinical management 1466.2.3. Consequences in terms of skills management 1476.3. Conclusion 1506.4. References 151Conclusion 157List of Authors 179Index 181

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