La fidélisation de nouveaux dans une entreprise du BTP

Abstract

The retirement of present and future baby-boomers is an opportunity for enterprises to renew their labour force. Moreover, many businesses find it hard to retain newly hired employees who are amongst the youngest, despite the current context of unemployment. This could be due to a number of factors which further complicate a problem often regarded in terms of developing loyalty among newcomers, a generational gap and differences in representations. This paper puts forward an ergonomics approach to the situation in a large construction company. Despite the variety of statuses of “new” workers, and the multiple means of retaining them by the welcoming and training they are given, this study shows that “professional gestures” are not the main concern of the HRD or the construction site organisers nor, to a certain extent, of the senior workers themselves. Such a lack of concern leads newcomers to develop opportunist forms of learning by which they must prove themselves, and thus challenges the whole form and contents of these practices whose purpose is to induce loyalty.

Keywords

• inter-generational transmission
• loyalty-inducing
• learning
• professional gestures
• construction industry