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. 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.Keywords: generations, generational diversity, companies, labour management.IntroductionCurrently, no one questions the fact that human capital is the most valuable asset of every organization. However, simply having a team of employees does not mean that a company is destined for success. The true asset is certain desired employee characteristics. In short, a company's potential is equal to the total competence potential of its workforce. Therefore, competence management becomes a key human resource management tool used by organizations operating in today's enormously competitive market (Sienkiewicz, Jawor- Joniewicz, Sajkiewicz, Trawinska-Konador, Podwojcic, 2013).The ultimate goal of management is to create a system in which an institution's employees cooperate in a way that minimizes the impact of their weaknesses, while making best use of their talents and strengths (Drucker, 1976). Thus, competence models can be used as signposts and guidelines when defining, refining and evaluating knowledge, skills and attitudes of any organization's professional workforce (Wyrozebski, 2009).The growing interest in practical application of human resource management systems, based on a model of competence, refers us to the meaning of the basic concepts of competence, including professional competence. Both business experience and research confirm that the decisive factor for the success of almost any organization are activities allowing for the use and development potential of employees. Therefore, there are becoming more diverse competency models in practice of companies' management. facilitate the implementation of systems of competency and help not only to plan, organize, but also to assess the work in this field.1. Competence models - the employee-oriented and job-oriented approachesThe 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. The qualifications-based model assumes that job positions should be assigned to candidates on the basis of their education. Many scientific theories were drawn up which claim that professional success is dependent on an individual's intelligence and personality traits. …

Competency Models and the Generational Diversity of a Company Workforce