-- apologies for any cross-postings --
Please allow us to bring to your attention our symposium on Tuesday August 5th at 13:15 about the management paradox of employability. During this symposium we will have six speakers who have investigated in several ways whether investments in employability "are worth it". Should organizations avoid investments in making their workforce more employable because it deteriorates their commitment? Or could investments in employability perhaps even increase commitment and engagement among workers? These will be two central questions that we will discuss during the symposium. We are very proud to have dr. Mel Fugate, an expert in the field of employability, as discussant of our session. This symposium will take place in the Philadelphia Marriot Downtown, room 408. We would be very happy if you could join us!
Abstract of "The Employability Management Paradox: Beauty or the Best (session 1777):
Employability - "an individual's chance of a job in the internal and/or external labor market" (Forrier & Sels, 2003b: 106) - is no longer an imperative only for employees but also for employers in today's extremely competitive business landscape. The importance of this claim was strongly reinforced by the global economic crisis and its lingering high unemployment and competition for talent. Similarly, employers across industries and borders rely on human capital to provide competitive advantage and must attract and retain valued employees. Employability therefore is an important characteristic for both individuals and organizations.
For the individual, the importance of employability is mostly related to the erosion of the traditional career. In the new career era, individuals should safeguard their employment security and develop a successful career by investing in the appropriate capacities and competencies for being continuously employable in the internal and external labor market during their working life (Clarke, 2008; Forrier & Sels, 2003b). Consequently, research has largely focused on factors tied to the person, for example on different career competencies (Akkermans Brenninkmeijer, Huibers, & Blonk, 2013a, 2013b), and finds proof of beneficial employee outcomes related to investments made in employability such as decreased job insecurity (De Cuyper, Mäkikangas, Kinnunen, Mauno, & De Witte, 2012; McArdle, Waters, Briscoe & Hall, 2007), increased well-being (De Cuyper, Mauno, Kinnunen, & Mäkikangas, 2011a) and career success (e.g., Van der Heijden, de Lange, Demerouti, & van der Heijde,, 2009).
From the employer's perspective, many still debate the outcomes of investing in the employability of employees. On the one hand, investing in employees' competencies and development boosts their value to the organization, increasing the likelihood they will be attracted to and remain with the organization. On the other hand, such practices also make an organization's employees more valuable to competitors and risk the potential of training employees for the competitor's benefit if they leave. This scenario presents a "management paradox" and is an important HR policy challenge for employers today (De Cuyper & De Witte, 2011). Unfortunately, little existing empirical research explores the potential downsides of employability investments, as it most commonly focuses on the benefits (e.g., De Cuyper, Van der Heijden & De Witte, 2011b).
The central theme of this symposium therefore deals with the question whether or not it is beneficial for employers to invest in the employability of their employees. We bring together a collection of papers on different facets of the management paradox. In particular, we aim to probe: (1) potential advantages of employability investments, (2) potential disadvantages of employability investments, and (3) an integration of the two perspectives.
This symposium makes a number of valuable contributions. Theoretically, we focus on the employer perspective in a literature that has largely taken an employee perspective. We also complement the majority of existing research that assumes employability investments are positive, as we account for possible drawbacks of such investments. Methodologically, the component papers provide diverse and rich samples, data, and analytic approaches. In addition, the participating scholars represent an international network of researchers from Australia, Belgium, Germany, The Netherlands, UK, and the USA. Finally, this symposium provides valuable guidance for HR policy and practice related to employability.
All the best,
Anneleen Forrier, Nele de Cuyper, and Jos Akkermans
Jos Akkermans PhD, Assistant Professor of HRM and Organizational Behavior
Department of Management and Organization | Faculty of Economics and Business Administration
VU University Amsterdam| Main Building | De Boelelaan 1105 | 1081 HV Amsterdam | Room 2A-42
T +31 (0)20 598 22 56 | E j.akkermans@vu.nl | I www.feweb.vu.nl