Skills Management New Applications, New Questions

Content: Cover
 Half-Title Page
 Title Page
 Copyright Page
 Contents
 Foreword: When Collective Skills Produce an Added Value for the Reader!
 Introduction: For a Renewed Approach to Skills Management
 References
 Part 1: Varieties of Skills
 1. Skills Development at the Heart of the Mentoring Relationship
 1.1. Competence: a "portmanteau" word
 1.1.1. Latest developments
 1.1.2. Skills typology
 1.1.3. Articulation of collective skills and individual skills
 1.2. Mentoring, a practice of personal and professional development
 1.2.1. A look at the evolution of mentoring 1.2.2. Functions of the practice of mentoring1.2.3. Diversity of the practice of mentoring
 1.3. Skills in the framework of mentoring
 1.3.1. Mentors' skills
 1.3.2. Collective and individual skills of partnerships
 1.4. Conclusion
 1.5. References
 2. Which Human Skills Are Necessary for Engineers?
 2.1. The engineering profession and its evolution
 2.2. The analysis approach
 2.3. Skills mobilized in their profession by engineers
 2.4. The development and transmission of skills
 2.5. Dimensions of human skills
 2.6. References 3. The Emotional Skills of Police Officers in the French Anti-crime Squad (BAC)3.1. Police activity: emotions
 3.1.1. First intervention on public roads: a psychosocial risk
 3.1.2. Emotions at work
 3.1.3. BAC police officers
 3.2. The work of emotion: police officers' emotional skills
 3.2.1. From emotions to BAC police officers' emotional skills
 3.2.2. Developing one's emotional skills: accumulating and capitalizing on experiences, drawing inspiration from seniors and preparing through training
 3.2.3. The emotional effects of the work of BAC police officers
 3.3. Conclusion 3.4. ReferencesPart 2: The Development of Skills toRespond to New Strategic Directions
 4. The Skills of Middle Managers in a Strategic Context of Corporate Social Responsibility: the MEDIAPOST Case-Study
 4.1. CSR and competences, a definitional similarity
 4.1.1. What do we mean by CSR?
 4.1.2. Issues pertaining to CSR in terms of competencies
 4.2. Strategic integration of CSR, human capital and middle managers
 4.2.1. CSR through the lens of resources and strategic skills
 4.2.2. The central role of middle managers 4.3. The competencies of middle managers in a strategic context of CSR: the MEDIAPOST case study4.3.1. MEDIAPOST, HR and the drive towards CSR
 4.3.2. Maintaining and exercising the competencies of middle managers
 4.4. Conclusion
 4.5. References
 5. Developing Employees' Entrepreneurial Competencies: the Resultant Changes for SMEs
 5.1. What do we mean by entrepreneurial skills in SMEs
 5.1.1. The theoretical tenets of entrepreneurial skills
 5.1.2. Learning processes and entrepreneurial skills
 5.2. How can entrepreneurial skills in SMEs be mobilized?