Demographic shifts, the rise of artificial intelligence (AI), the European Union's pay-transparency directive and generational differences are reshaping Hungary's labour market. According to Bán Zoltán, Group Downstream HR Lead & MOL Magyarország HR Director at Mol Nyrt., recruiting foreign workers is only a partial remedy. Long-term responses should focus on continuous reskilling, smart integration of technology and personalized, flexible working conditions. These themes will be discussed at the HR (R)evolution conference on November 17, 2026.
Short-term pressures and long-term structural challenges
Bán points out that Hungary's labour market faces short-term economic realities alongside longer-term structural issues such as demographic decline, mobility constraints and education system challenges. Some sectors and roles remain highly competitive for skilled professionals, while in other areas a slower economy gives employers more room to manoeuvre.
He stressed that even when hiring pressure eases temporarily, the demographic challenge does not disappear and required skills are changing rapidly due to digitalisation and technological advancement. Consequently, companies and employees must embrace continuous learning and adaptability.
Foreign labour is complementary, not a substitute
While employing foreign workers can be necessary in certain segments, Bán argues it does not solve the labour shortage on its own. He emphasised the need for sustainable talent pipelines: attracting young people to careers, integrating inactive groups into the labour market, retaining older employees and transferring their knowledge, and strengthening adult education.
"Foreign labour complements the domestic workforce well when it does not replace long-term investments in education and adult training," he said. The goal is not merely to fill positions but to build a stable, skilled and sustainable labour base for the country.
AI's impact on roles and learning
Bán believes AI will not eliminate entry-level positions but will transform them: juniors should be integrated earlier into complex, real decision-making situations, and AI should be used as a learning-accelerating, support tool that automates repetitive tasks. At the same time, clear professional, ethical and moral boundaries must be drawn: AI can support people-related decisions, but responsibility cannot be delegated to an algorithm. Decisions that materially affect a person's life or career—such as hiring or promotion—must not become mere algorithmic outputs.
Awareness is also crucial: organisations must understand what a tool is capable of, what errors it may make, and the data protection or cybersecurity risks associated with its use.
Pay transparency is more than compliance
The EU pay-transparency directive places significant demands on companies. Bán warned that transparency should not be treated only as an administrative compliance task: it raises substantive questions about why roles fall into particular pay bands, what justifies pay differences between similar positions, and how performance, experience, competence and remuneration relate. Credible answers require organised systems and structures.
Pay transparency also prompts a redefinition of workplace flexibility and wellbeing. For example, in a manufacturing company flexibility may not mean remote work but rather more predictable shift planning, an appropriate working environment, health preservation and greater autonomy.
Generations and personalised employee propositions
For younger workers, career path clarity, rapid and regular feedback, recognition, flexibility and development opportunities are especially important. Therefore, companies should avoid one-size-fits-all solutions and instead offer propositions that are equivalent in value but tailored to the realities of specific roles.
HR (R)evolution conference — 17 November 2026
The HR (R)evolution conference on November 17, 2026 will address topics including the future of foreign employment, the demographic crisis, HR leaders' priorities, the effects of AI on jobs, multigenerational workplaces, burnout prevention and measuring motivated employee performance. The event will bring together HR specialists and senior leaders from leading domestic companies; listed speakers include András Klára (Egis Gyógyszergyár), Bartis Eszter (Wallis Csoport), Bereczki Enikő (Mentor-Szanator Kft.), Berkes Áron (Dreher), Dajnoki Krisztina (University of Debrecen), Horváth Irma (Kahoot!), Kalmár Ákos (Continental) and others. Details and registration are available on the conference website.
Closing thoughts
Hungarian HR leaders must balance near-term economic pressures with long-term human capital challenges. Solutions rest on building sustainable talent pipelines, ongoing reskilling, responsible and transparent use of technology, and tailoring employee offers to the needs of different roles and generations.
Note: an AI assistant supported the preparation of this article; the final content was edited and verified by the journalist.
