Some questions about labour shortages in Central Hungarybased on empirical research Demand for human resources has changed very strongly over the past decade and the demand and supply sides of the labour market have shifted. While there was a global oversupply of labour by the first decade of the new millennium, the job market today is characterized by labour shortages. In Central and Eastern European countries, unfavourable economic and social circumstances in the 1990s have had an impact on the current labour market changes and play a decisive role in labour shortages. After the fall of communism, the resulting high unemployment in these countries led to more talented workers moving towards Western European countries in the hope of a better quality of life (Bilsen-Konings 1998, Jeong et al. 2008). One of today's key issues in former socialist countries now Member States of the European Union is the dramatically increased number of labour shortages, which have been influenced by various factors, including post-transition migration, unfavourable demographic factors, the economic crisis beginning in 2008, and wage differences within the European Union (Brixiova et al. 2009). According to OECD data, nearly 7 million people have left the labour markets in the Visegrád countries. The present study focuses on the causes of labour shortages and the analysis of labour retention opportunities at both the corporate and government levels. The results of our analysis show that reconciliation and central governmental measures are also needed to address the shortage of professionals, both from corporate and the government sides.

Az elmúlt években a technológia fejlődése jelentős mértékben felgyorsult, melynek hatására jelentős átalakuláson ment keresztül a magyarországi munkaerőpiac. A jelzett változásokat egyszerre több tényező is befolyásolja és határozza meg. Így többek között érdemes utalni az új technológiák terjedésére, az elvándorlásra, a demográfiai tényezőkre és a napjainkat jelentős mértékben befolyásoló pandémiára. Kutatásunk során a járvány kirobbanása előtti évben vizsgáltuk a munkaerőpiaci változások irányát, a fluktuáció kialakulását és okait. Elemeztük, hogy a vizsgált vállalatok és intézmények válaszai alapján milyen kormányzati intézkedések segítik a munkaerőpiacokon kialakult problémák és feszültségek megoldását. Azt is vizsgáltuk, hogy milyen hatékonyságjavító és robotizációt célzó programokat terveznek vagy már vezettek be a válaszadó szervezetek. Tanulmányunkban nem vizsgáljuk a pandéma hatásait csak általános megállapításokat teszünk azzal kapcsolatban.In recent years, the development of technology has accelerated significantly, as a result of which the Hungarian labour market has undergone a significant transformation. The indicated changes are influenced and determined by several factors at the same time. It is worth mentioning, among other things, the spread of new technologies, outflow, demographic factors and the pandemic that has a significant impact on our everyday life. In the course of our research, in the year before the outbreak of the epidemic, we examined the direction of changes in the labour market, the development and causes of turnover. Based on the responses of the surveyed companies and institutions we analyzed what government measures help to solve the problems and tensions in the labour market. We also examined what efficiency improvement and robotization programs are being planned or have already been implemented by the respondent organizations. In our study, we do not examine the effects of the pandemic, we only make general statements about it.

Today, atypical employment, such as flexible forms of employment, has gained more important substantiality within work science researches. As a result of the economic crisis, the flexible employment form has appeared as an alternative solution, as it has cost reducing effects. The authors examined how the different companies -operating in the Hungarian capital-react to the economic crisis. Do they prefer the flexible employment forms as a possible and effective way of employment? In 2013 and 2015, the researchers also carried out a survey that tested the results of the current study and some results of the quantitative survey of the organizations were presented in Budapest. Based on the analysis in 2015, the organizations were more optimistic, and this is one manifestation of the willingness to expand employment as showed. The authors' aim with this study is to supply relevant answers regarding the new prospective methods of flexible employment.

Objective: Our article was prepared to outline how Humen Resource Managememnt developed in Hungary and Slovakia. We considered it was important to highlight in light of empirical data on the most important features of this development in both countries. Methodology: Our research is based on the Cranet international research questionnaire. The survey was carried out in Hungary and Slovakia in 2015 and 2016. More than five hundred (527) organizations took part in the survey, and the findings of the report are based on normal statistical methods (mean, frequency, distribution). Our analysis was carried out with the help of SPSS software Findings: In Hungary and Slovakia, the ongoing economic transformation has produced significant changes in the practice of Human Resource Management (HRM) in both institutions and enterprises and its evaluation. The organization has become an increasingly important factor in the strategic significance of the function itself and of HR departments in general, and this survey details the personnel or human resources (HR) management policies and practices of organizations or enterprises in both the public and private sectors. Value Added: We believe that through our article we are able to expose the similar and different characteristics of HRM in the two countries examined. Recommendations: We believe that the similarities and differences between countries are not only to be reviewed in traditional areas, as in language, culture or economic development, it is worth looking at areas such as similarities and differences of HRM.