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Recruitment strategy and policy are significantly affected by both the internal conditions of the enterprise and the external environment. It is important to anticipate and react to changes in the labor market in a timely manner, to eliminate potential threats and take advantage of opportunities to continuous staffing of current and future needs of the enterprise. The role of managers in deciding on possible techniques for recruiting employees is to respect the principles of sustainability both economically and socially. Due to the use of information technology, this trend is easier to apply in practice, as enterprises can present themselves and get information about potential job seekers. The success of the recruitment process is increasing if public awareness about the employer is positive. Designing the survey methodology was based on the axiom that traditional ways of recruiting employees are being replaced by techniques using the Internet and social networks. The aim of the paper is to present the views of domestic and foreign experts on the recruitment of employees using social networks. We compare the theoretical knowledge with the results of social networking research in SMEs in Slovakia and especially their use in the process of recruiting employees. A total of 324 enterprises with domestic and foreign capital share participated in the sociological questionnaire. The results have shown that enterprises with foreign capital share are more progressive in using the Internet to offer jobs and in gaining information on jobseekers through social networks.

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This paper examines the increasing turnover in the hotel industry, which has a negative influence on the quality of services provided, as well as customer satisfaction. Hotel managers are forced to hire new employees in order to secure smooth hotel operations as well as replace those employees who have left for their competitors. Newly hired employees need to be instructed and trained, which has a negative influence on hotel costs. We assume that both an employee’s age and the level of education determines the quality of their performance at work, as well as their personal stability, thus having an influence on business sustainability. This paper analyzes the age and education diversification of employees in four-star and five-star hotels in Slovakia, and its impact on employee turnover. The research was undertaken in 2019, with a research sample comprising 1085 individuals employed in selected chain and independent hotels. We examined the opinions of employees from different ages and education levels about their retention and changes of employment. Statistical testing confirmed the relation between turnover and the educational level of the employees. However, the correlation between turnover and age was rejected. We analyze the different perceptions of retention and job change of employees from different age groups. The revelation of the causes as to why employees might leave a hotel could help managers change their philosophy and the processes of human resources management in favor of developing a sustainable company.

The aim of this paper is to present the opinions of professionals from the pulp and paper industry about employee development, as well as the necessity of competent employee retention. These opinions are different as a result of different expectations of employees and managers. The methodology of the paper is based on the following axiom: managers prioritize the processes of human resources management closely related to key employee retention improvement. To achieve the aim of the study, the largest pulp and paper companies in Slovakia were selected. Human resource managers and other professionals were asked about their opinions and attitudes about developing and retaining employees. Results of the research established that pulp and paper companies in Slovakia are significantly reflecting changes in technology and organization of work in the process of employee development. These companies also adopt the values and impacts of an intercultural environment in human resource management systems. The most important process affecting the development of employees is the possibility of professional training and development of competencies improving the performance. Due to changes in the external and internal environment, it is necessary to periodically review and assess the effectiveness of the policies and procedures affecting the development and retention of the employees.