It is now agreed that the organization is increasingly exposed to the risk of its employees leaving. Indeed, the latter have become masters of their professional trajectories and consequently develop various mobility models. The impact of such an event on the performance of the organization seems difficult to assess. To deal with it, the organization is required to stimulate and involve its employees. This article is underpinned by two objectives. The first is to identify the determinants of the mobility phenomenon by emphasizing the concept of organizational involvement. The link that can be established between this and a skills management approach also constitutes an area of ​​development that we will explore. The second objective is to examine the impact of professional mobility on organizational performance, by distinguishing between qualitative and quantitative flexibility. To do this, we begin, in a first step, with a definition of the concept of professional mobility and its different forms. We also present the main theoretical approaches that have tried to explain the course of this process and we draw up a more or less exhaustive list of its determinants. These are generally personal, organizational and sectoral variables. In a second step, we are interested in the consequences of professional mobility on organizational performance. At the end of this study, we show that the implementation of a coherent and effective human resources policy based on skills management can involve employees in organizational life and strengthen their commitment to better contribute to the performance of the organization.

Aware of the difficulty of convincing skeptics about the strategic role of human resources, we tried, through our research, not only to provide evidence on the predictive capacity of the HR strategy of sustainable performance, but also to demonstrate that the renewal of HRM is very real and is not just a matter of speech. Regarding the positive effect of human resources in performance improvement, our research, wanting to complement previous research in GSRH that has attested to the existence of simultaneous associations between HR strategy and performance, has focused on verifying the durability of these. Moreover, by demonstrating that the human resources strategy improves the performance of companies at several levels, economic, organizational and social, The results of our research give human resources managers the means to strongly demand the integration of HR action in sustainable development..

The practice of human resources management appears visibly as a paramount parameter of productivity at Gécamines, if the role of this practice in the search for productivity is widely recognized the question of the variety and intensity of the links between its activities, the operation voluntary departures and productivity remains a subject of debate. It has been shown in this study that the voluntary departure operation (ODV) as applied has not benefited from an in-depth study on the part of managers because managing is planning. This is what the managers of Gécamines have pretended to ignore, a lesser lesson in wisdom. Why did you fire agents without first taking into account the qualifications and the number per sector. This leads us to find that a contrasting deficit in manpower and qualification was remarkable, hence the skills are scarce, or they are lacking where they are needed, mainly in the production and technical sector, and the productivity is far from being an obvious reality, because neglecting the human factor is ipso facto neglecting productivity.