e purpose of this paper is to present the concept of intergenerational cooperation which, in the face of current demographic changes, including the aging population, can provide support for modern business. e concept presented here emphasizes the need to develop intergenerational cooperation in order to keep improving company competitiveness through dispelling myths about the destructive in uence that the youngest generation entering the labour market supposedly has on cooperation. e scienti c literature on the subject provides many ambiguous de nitions of competitiveness, which usually fail to determine the factors necessary to achieve it and, instead, often resort to making comparisons between companies. is vagueness comes from a diversity of approaches to de ning the sources of competitive advantage. A review of literature and research conducted among business executives by the authors of this paper allow us to dispel the myths that often lead to discrimination against Generation Y members in the labour market. e study also outlines several areas in which generational diversity management may bring bene ts, as well as its impact on building a competitive edge in the following elds: costs, resources, marketing, system organization, creation and communication. is enables to build core competencies in new areas, especially by focusing on the learning process, which results in the acquisition of new knowledge and skills by employees, improving existing skill and knowledge levels, as well as introducing the principle of knowledge management. As a result, better conditions for the development of resources and new ways of their con guration are provided which, in turn, serves as a basis for the creation and development of core competences in the company.

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 of the basic tools of 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 of 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 of designing competence management models of 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.

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The new model of lifelong learning in creating university's developmental potential Streszczenie. Celem artykułu jest podkreślenie roli szkół wyższych w planowaniu i organizowaniu kształcenia przez całe życie, zwłaszcza w perspektywie koncepcji dzielenia się wiedzą, która była testowana podczas realizacji projektu innowacyjnego współfinansowanego ze środków Unii Europejskiej w ramach Europejskiego Funduszu Społecznego. Na wstępie autorki opisują założenia projektu "PI: Nowy model kształcenia przez całe życie w budowaniu potencjału rozwojowego uczelni", realizowanego przez Wyższą Szkołę Biznesu w Pile. Następnie omawiają przebieg konferencji naukowych dotyczących innowacyjnego modelu kształcenia przez całe życie zorganizowanych w czterech różnych uczelniach.