By Céline Tridon
Career change can not be improvised. Instead, it is usually a long and difficult project. This is underlined by a study published July 28, 2010 by the Association for the use of frames (Apec).
If, even in times of crisis, executives are considering a new career, they are aware that it is preparing. The first essential step is the most frequently cited skills assessment. The approach is essentially voluntary, none of the executives interviewed for the survey had changed his job under duress.
However, companies want is to secure their recruitment and become more cautious to hire people without experience on the job. Therefore: it is now virtually impossible for a framework to achieve what recruitment professionals call the "diagonal", that is to say change both business and enterprise. The executives who opted for external mobility have mostly followed a break or a long career break (unemployment, parental leave ...). But they face a problem: cloning Profiles recruiters, which limits the opportunities.
However, some profiles are more successful than others: business, consultants and communicators who benefit from cross-cutting skills, or even a few engineers capable of managing projects. Similarly, SMEs are often more open to atypical careers because they have more difficulty recruiting. Faced with such obstacles, the Apec calls for a change of career in-house. It requires less effort for managers as they have direct access to recruiters and their future managers. Moreover, they can more easily go back in case of failure. Finally, the internal mobility is also a way for companies to retain their employees.
If, even in times of crisis, executives are considering a new career, they are aware that it is preparing. The first essential step is the most frequently cited skills assessment. The approach is essentially voluntary, none of the executives interviewed for the survey had changed his job under duress.
However, companies want is to secure their recruitment and become more cautious to hire people without experience on the job. Therefore: it is now virtually impossible for a framework to achieve what recruitment professionals call the "diagonal", that is to say change both business and enterprise. The executives who opted for external mobility have mostly followed a break or a long career break (unemployment, parental leave ...). But they face a problem: cloning Profiles recruiters, which limits the opportunities.
However, some profiles are more successful than others: business, consultants and communicators who benefit from cross-cutting skills, or even a few engineers capable of managing projects. Similarly, SMEs are often more open to atypical careers because they have more difficulty recruiting. Faced with such obstacles, the Apec calls for a change of career in-house. It requires less effort for managers as they have direct access to recruiters and their future managers. Moreover, they can more easily go back in case of failure. Finally, the internal mobility is also a way for companies to retain their employees.
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