Competency Models and the Generational Diversity of a Company Workforce

Abstract

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.

Banks and Fintech: Impact of Technological Innovation on Competences Management in Latvia

“…On the other hand, the worker-oriented model contributes to focusing on personal characteristics and abilities in recruiting workers, in addition to education and qualifications. This could lead to better conditions for creating a higher operational efficiency of the organization for different competencies (Baran et al, 2014).…”

Methodology proposal of the creation of competency models and competency model for the position of a sales manager in an industrial organisation using the AHP method and Saaty's method of determining weights

“…The competence model is an approach to management centred around employee competence, unlike classical management models which focused on the qualifications and/or characteristics and intelligence of individual employees. (Baran & Kłos, 2014;Olesen, White, & Lemmer, 2007). One advantage that competency models offer is that they provide a foundation for developing integrated human resources systems, such as staffing, training, promotion, succession planning, and performance management.…”

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“…A lot of tools and recruitment techniques can be used in both external and internal recruitment. Th e basic recruitment tools used in the internal recruitment include interviews with potential candidates, obtaining references from the candidate's direct superior, and using the results of competence measurement, provided that the organization has implemented human resources management system based on competence (Amstrong, 2011, Baran, Klos, 2014, Sirková, et al 2016. Th e advanced recruitment tools used in the internal recruitment include assessment centre (a multidimensional process of competency assessment conducted by a team of judges) which may be carried out either with the support of a third party or by a dedicated unit from inside the organization (Bailly, 2012).…”