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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The position of Slovakia in the region of Central and Eastern Europe is analysed in this paper. In examining this, we build on the axiom of the dominant position of multinational companies, which are an important part of international business, international economy and trade. They affect global competitiveness on international markets, including the quality of life of people. The paper explains how globalization contributes to increasing Slovakia's competitiveness in CEE, how human resources management practices support successful companies located in the TOP 500 CEE ranking and what the management system prevails. We rely on the theoretical knowledge of wellknown experts in human resources management in the international environment, confronting their theoretical knowledge with our own research conducted by structured interviews with human resources managers of selected companies in Slovakia placed in the TOP 500 CEE ranking. The purpose of these efforts is to both theoretically and practically support the importance of human resources management in achieving positive business results on an international scale. By applying mathematical-statistical methods, we have found that there is a statistically signifi cant difference between enterprises in which different approaches are applied in relation to the application of convergence or divergence. We have found strong dependence, confi rming the assumption that the convergence or divergence is the result of the company's approach to HRM activities. To verify the assumption of the difference in performance of HRM processes in MNCs and local enterprises, we used additional tests. The results confi rmed the presumption that the performance of HRM processes in MNCs and local enterprises is different in more than half of the processes.

the article is focused on leadership in slovak companies. its aim is to analyse the perception of leadership by employees of slovak companies and to identify the characteristics, abilities and skills that a leader should have. We carried out our own research in the form of a questionnaire survey on a sample of 508 respondents working in slovak companies. the primary intention was to determine whether employees considered their direct supervisor to be a leader, to identify the qualities that employees look for in a leader. the most common positive qualities of a leader are generally considered to be receptivity, empathy, representativeness, helpfulness, fairness, directness, responsibility, intelligence, foresight, self-confidence, dexterity, communicativeness, decency and honesty towards subordinates and clients. On the contrary, the most common reasons why bosses were not considered leaders are the inability to work and communicate with people, the absence of natural authority and respect, disorganization of the workplace, lack of education, incompetence, absence of information about the company and the work of individual subordinates. Applying the chi-square test of independence with cramer's v, it has been found that there is a strong correlation between the perception of a superior as a leader and the thoughts a bout changing a job.