Competencies’ expiration date
Episode #33

Competencies’ expiration date

Interview with: Ewa Krupa
HR Director, Culture & People Development at Orange Poland

As Alvin Toffler noted, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Research conducted by the World Economic Forum shows that by 2025, approximately 85 million jobs could be automated, and more than half of the duties currently performed by humans will be taken over by robots. How to prepare the organization for this? How to prepare employees for this?

Ewa Krupa
Before the pandemic, approximately two-thirds of leaders expected employees to improve their skills. Now 9 out of 10 leaders expect this from employees. This change is very important and must be carried out on many levels. Certainly one of them is the strategic dimension of the company. In the case of Orange, we adopted a growth strategy two years ago, which of course assumes the company's growth in certain segments, but a very important one, one of the four key pillars, is investment in people, in human capital, in improving qualifications. All this with a very clear ambition set by the management that at least half of our employees, i.e. a population of 9,000 people, will be trained on the job, and some will be retrained for new roles. We have also clearly defined the directions. In our case, this means working with data, cybersecurity, working in the cloud, and using the potential of the 5G network.
Ewa Krupa says, HR Director, Culture & People Development at Orange Poland
This conversation is about development, learning, unlearning, new technologies driving change, tools enabling development and management of competences in the organization


  • the ability to constantly learn,
  • usefulness time of acquired competences,
  • development in the era of automation – keeping up with technology,
  • learning rituals in the workplace,


  • reskilling and upskilling as a tool during technological change,
  • strategic competence planning on the example of the “Skills Up” program,
  • identifying and filling competence gaps,


  • what might the reskilling process look like?
  • effectiveness of training programs and their impact on building belonging,
  • promoting professional role change within the organization,
  • the value that succession brings.