to time constraints, i did not touch many topics closely related to the emergence of the global labour market. for instance, we should consider why, in the ranking of boston consulting group covering a hundred companies with the highest global growth potential on the emerging markets, there is no polish company 18, whilst the ranking is dominated by china and india, plus some companies from turkey, egypt, indonesia, thailand or mexico. for instance, we should consider what impact of the demography, migration, off - shoring, and outsourcing will be on the income of global employees. the available results demonstrate that poorly qualified workers in expensive countries may experience their wages go down or even become unemployed 19. however the impact on the economy remains positive, as outsourcing and off - shoring allow companies to increase their competitiveness and lift the sales – inter alia, due to the fact that foreign branches to a large degree serve the local markets – which, in turn, requires a higher employment level in head offices and a higher number of well - qualified people at home. 20 moreover, the fear of off - shoring increases the investment of employees in human capital, which results in better performance and flexibility of the labour market. 21 therefore, the ability to change and improve qualifications as well as to assess which sectors in poland have the potential and which are on the decline due to their inability to face the global competition, is gaining on significance. we should also assess what impact globalization has on company strategies. if multi - sourcing strategies are to be more and more widely applied, the question arises how polish enterprises should operate on that market. the question whether a long - term employment relationship in a large organisation is better than the one of self - organizing cooperating nets of small companies or even persons, which proved well in the manufacturing of motorbikes and textiles in china, and some software, still remains unanswered. last but not least, we should consider how polish companies and their employees should develop their most precious assets in the homo sapiens globalus society i. e. the intellectual capital. i am just making a remark of these extremely important topics. conclusions the recently published report by edward bendyk, “ przyszłosc pracy. polska, czechy, słowacja. ” [ “ the future of labour. poland, the czech republic and slovakia. ” ] concludes that out of the three analysed countries, the culture of innovation has the smallest

##ourced its research and analyses department. following the completion of each research, there is a follow - up research to check customer satisfaction ; moreover, outsourcing has made it possible to launch new products and improve quality. for example, thanks to lowering the costs and increasing the number of analysts, it was possible to start analysing small and medium - sized listed companies, which had not been possible before, due to a high cost of an analyst. outsourcing of knowledge processes is covering more and more areas and requires, as opposed to the outsourcing of business processes, a close collaboration of the customer and the end - user. more and more companies are planning on developing products / services through adopting a global product development strategy. this means that more and more forms of activity will be generated by international optimisation of business processes. this in turn will force individual countries / regions to increase their attractiveness for the global business, which requires an active attitude of local selfgovernments. for instance, dubai outsource zone is a government initiative, aimed to make dubai a highly attractive international off - shoring / outsourcing centre. the concept of multi - off - shoring appears, where a decision on globalization of manufacturing entails starting business activity ( routing orders ) in several locations. there is a lot being said and written on the impact of globalization on the us economy, but there is a lot going on across europe as well. off - shoring of manufacturing and services to other countries is not the key reason for restructuring yet ; however its significance grows year by year. the european restructuring monitor 15 website, at the end of 2005, contained a description of ca. 3500 cases of company restructuring in europe, which has been announced in the media ( international and national ) since 2002. in the years 2002 - 2005 there were only 202 cases of company restructuring ( i. e. 6 % of total ) which, as their main reason, reported the transfer of manufacturing or service abroad ( that is colloquially called off - shoring ), whereas in 47 % the reason was internal restructuring, which could have partly resulted from the growing competitive pressure ensuing from globalization. the eu enlargement in 2004 led to significant changes in the off - shoring process across europe. in the years 2002 - 2003 the largest job destruction was reported in the uk, as a result of transferring manufacturing and services to india, and to a lesser degree to china and other asian countries ( a total of