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• Labour- or Talent Shortage? – Exploring the Conceptual Differences for Effective Practice

  180-190

  Mária Héder

  Views:

  330

  Regarding the issue of unemployment, a number of researches have been done at national level. Deliberately, public awareness has a particular emphasis on this situation from employee aspect. However, from the labour market point, the issue of labour shortage has just as serious consequences like unemployment, although its extent is detectable mainly at employers side. Nowadays, employers are negatively affected by the very nature of labour shortage, and the issue of talented shortage became the most sensitive issue. It has a prominent importance to distinguish labour and talent shortage. Despite the fact that these phrases are frequently used as synonyms these have different meanings. The aim of my research is to determine main differences between labour and talent shortage by seconder data to help in correct use and understanding at organisational level.

• Demand and Supply in the Talent Market

  142-149

  Veronika Vathy

  Views:

  268

  In Hungary, the emergence of a talent market for organizations is due to the growing demand for talented workers. The talent's definition, the exploration of the factors affecting the talent market's demand and his supply are necessary to the overview. With the emergence of the talent market, we will also carry out an important analysis of the changes in the labor market in Hungary as well as the shortage of labor shortages. In the labor market today, different generations are present, who have different expectations for their employer and work environment. The lack of skilled workers is attempted by organizations with different methods. One of these is the ability of companies to become a talent-magnet, resulting in a higher number of employees in their area of activity. In areas where labor shortages are high, more and more attention is paid to automating processes. During the research, I worked on the related literature and studies to determine the factors influencing the talent market.

• Comparing higher education preferences with labour market needs

  382-392

  Tímea Gebei

  Szilvia Vincze

  Views:

  394

  Hungarian institutions of higher education play an important role in national economy: they ensure intellectual labour with appropriate knowledge and professional competencies for Hungary in all profession fields. If the rules of private sector are applied for these institutions – interpreting it within a certain framework as the quality of education and research has to be maintained and there are social benefits associated with them -, they owned by the state, their management is the institutional leadership and their consumer is the labour market. Thus, training programmes must or should be developed in accordance with the needs of labour market. It represents a major challenge, even without taking into consideration other factors, since future requirements should be aimed (at least a 3-5 year training period later) – along with a rapid technological development. Even if the state makes significant efforts to adapt training programmes to meet the requirements of the labour market demands, students who want to further their education pay limited attention to these factors in their educational decision-making. Partly for this reason, career transition or shortages may occur in the case of certain professions. This paper seeks to address to what extent the most popular training programmes meet the expectations and to what extent the degree earned may be regarded as a ‘success’ in the labour market; moreover, if they do not overlap each other, how much applicants prefer those training programmes which are to be considered the most successful based on recruitment information. Admission statistics of Education Department and database of DPR provide the necessary information for the period 2010-2017 and these data sources enable authors to follow-up students from application to higher education until employment.

• Menedzsment módszerek az Ipar 4.0 tükrében

  507-514

  Roland Filep

  Views:

  689

  The fourth industrial revolution poses major challenges for organisations in terms of technological aspects and from a management point of view, too. Good (effective) management is vital as it can help overcome the difficulties arising from shortages of skilled labour and from cost-cutting pressures, and it can help improve efficiency of resources. Innovations require management methods that support the introduction of industry 4.0. In my review of the literature, I aim to find out how the current level of sophistication in this new field can help managers of SME to better embrace change. Based on the reviewed literature, from management point of view, organisational structure, leadership style and HR practices are key to creating an atmosphere conducive to learning and innovation. In terms of structure, researchers do not suggest one thing to apply, but emphasise that industry 4.0 is characterised by an unstable, changing environment, so it is worth developing a structure that is characterised by decentralisation, few rules, horizontal communication and collaborative teamwork, i.e. much more organic than mechanical. In terms of different leadership styles, it is the transformational leadership that is the most often mentioned, however, in case of industry 4.0, we need even more because it can have various limitations. Even before industry 4.0, literature has highlighted that the recommended leadership style can be defined as the combination of transformational and transactional leadership; research in industry 4.0 in recent years also emphasises that it is the expanded construction of a knowledge-driven leadership style that blends the two, which can best facilitate innovation and learning. Managers can develop employee skills and improve their learning abilities through a variety of HR practices. So the right structure, leadership style and HR prepare the organisation for industry 4.0 by facilitating learning, improving skills and innovation.

• Analysis of Labor Market Indicators in the Northern Great Plain Region in 2018 and 2022

  25-42

  Lilla Csástyu

  Views:

  107

  In my study, I analyze the labor market indicators of the North Great Plain statistical region for the years 2018 and 2022 in order to map the regional labour market characteristics based on the indicators. One method of the analysis is the Beveridge curve. This complex analysis method graphically illustrates the evolution of the relationship between the unemployment rate and the proportion of vacant positions typical of the region under investigation. The results of the analysis can draw attention to possible problems in the labour market in the region. I examine the secondary statistical data in parallel with the available related literature.