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This article examines the effects of managerial control on the professional retraining pathways of employees dismissed by multinational corporations in the context of a production site closure. Based on the study of two social trajectories, the author shows that the adherence to managerial ideology and the forms of symbolic rewards that individuals took from their work have an effect on the ways in which they throw themselves into another professional venture. First, the author studies the social conditions that give rise to “control” and lead management to influence the individual’s social dispositions. Then, the article focuses on the way in which “control” prevents thinking about and “succeeding” in retraining.