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This paper aims to improve the understanding of competence management in innovative small and medium-sized enterprises (SMEs) through a multilevel approach.

This paper adopts a three-part structure to propose a conceptual and theoretical framework. It first explores the full scope of multilevel approaches to human resource management research, both in theory and in practice. It then reviews the literature on competence management in innovative SMEs, before demonstrating that the topic is a multilevel phenomenon. Finally, it reflects on the research and methodology implications, identifies limitations and provides suggestions for future research.

This literature review shows that competence management in innovative SMEs is a multilevel phenomenon. It outlines the research and methodology implications, identifies limitations and suggests future research directions.

The overarching contribution is to offer a literature review and a research agenda for a multilevel approach to competence management in the development of innovative SMEs.

This paper identifies the stakeholders engaged in inclusive employability management for employees whose health at work is impaired and examines how different mechanisms can be used to engage these stakeholders. The paper aims to explore the link between stakeholder engagement and inclusive employability management.

The empirical study uses a qualitative approach to mobilise a case study in a French public organisation. Data collection combines four sources: 50 individual interviews, informal dialogues, 39 days of observations and 43 documents.

The findings provide insights into the management of inclusive employability for vulnerable employees and reveal the multiplicity of stakeholders involved. Institutional, organisational and individual mechanisms are used to engage stakeholders in employability management for vulnerable employees. Furthermore, the implementation of inclusive structural and operational mechanisms promotes a policy that favours employability management. However, stakeholders are also faced with institutional, organisational and individual difficulties that limit their engagement.

The findings have the potential to inform organisational stakeholders – human resources management (HRM) and managerial stakeholders in particular – of the support needed for employability management. The findings emphasise the value of ensuring that employability management policies and practices promote the full integration of vulnerable employees.

The research fills an important gap in the HRM literature on managing employability for vulnerable employees. In doing so, the study makes a specific contribution to the literature on organisational inclusion with employability management. Our research contributes to extant knowledge of stakeholder engagement by including a bottom-up dimension to facilitate stakeholder engagement.