Competency Models and the Generational Diversity of a Company Workforce

Abstract

This paper aims to present an analysis of employee competencies across different generations, placing emphasis on their attitudes towards the labour market and future perspective concerning work, as determining factors in creating competence models encompassing employee diversity management. A competence model is a set of competencies that stem from the company strategy and allows it to fulfil its goals in accordance with its values and an expected work style. It is one o f the basic tools o f human resource management, used in a wide variety of scenarios ranging from the recruitment of employees, shaping career paths, conducting training/development programmes and regular assessments, to designing motivational and pay schemes. The literature on the subject quotes many definitions of competencies, as well as examples of many contemporary competence models. Owing to their scope o f interests, the authors decided to analyse selected competence models with regard to the manner in which “competences” are defined and the differences between employee-oriented and job-oriented models. The authors used G. Filipowicz’s approach (who created a combined definition of competences embedded in a coherent model) to create a research tool used to scrutinize the skills and attitudes of individuals coming from three different generations. The research results allowed the authors to draw conclusions concerning the avenues o f designing competence management models o f diverse employees (i.e. in respect of age and knowledge) by creating a suitable work environment, including a pro-effective organizational culture and building employee commitment — which will make it possible to create a new work model, tailored to the needs of individual companies.