近半行业HR人才出自酒旅专业，匹配程度太高了！

西方管理学大师彼得·德鲁克说“人是企业发展的核心”；我国古代先贤亦云：“知人善任，百举百捷”，人力在企业和组织发展中的重要性可见一斑，人力资源的职位也由此应运而生，如何激发员工的协调能力、融合能力、判断力和想象力也成为现代企业发展的重要课题。 当前，人力资源不仅涵盖人力规划、员工招聘、培训、绩效评估、薪酬福利、员工关系等诸多方面，更要面对灵活用工的普及、招聘培训的新趋势、薪酬绩效变革、数字化与AI技术应用的推进、战略角色的转变以及业务推进差异等各项挑战。

Peter Drucker, a master of Western management, once said, "People are the core of business development; The ancient sages of our country also said, 'Knowing and appointing people well, achieving success with a hundred actions.' The importance of human resources in the development of enterprises and organizations is evident, and the position of human resources has emerged as a result. How to stimulate employees' coordination, integration, judgment, and imagination has become an important issue in the development of modern enterprises. Currently, human resources not only cover various aspects such as human resource planning, employee recruitment, training, performance evaluation, compensation and benefits, and employee relations, but also face challenges such as the popularization of flexible employment, new trends in recruitment and training, salary and performance changes, the promotion of digitalization and AI technology applications, the transformation of strategic roles, and differences in business promotion.

劳动密集型产业具有用工数量大、工作时间长的特点，面对的人力资源课题更加严峻紧迫，如人才资源的争夺日趋激烈、人工成本的比重不断攀升居高不下、一线员工流动频繁且培训体系尚待完善、人才断层及年轻一代员工需求复杂化等。 对于企业来说 ，如何有效管控用工标准、节约人时人力，调配淡旺季峰谷、落实操作流程等优化人力资源的配置，对经营回报来说举足轻重。 对于人力资源管理者来说 ，洞悉行业变化，有效把控并运用新技术与工具，从人力资源的视角探寻降低成本、提升效益的突破口，已成为行业人力资源管理者近年来必须思考和回答的课题。 本文将详细阐述HR职位的重要性以及胜任因素、人才画像、职业发展和市场供需等。

Labor intensive industries have the characteristics of a large number of employees and long working hours, and face more severe and urgent human resources issues, such as increasingly fierce competition for talent resources, high proportion of labor costs, frequent turnover of frontline employees, and the need for improved training systems, talent gaps, and complex demands from the younger generation of employees. For enterprises, how to effectively control employment standards, save manpower, allocate peak and off peak seasons, implement operational processes, and optimize the allocation of human resources is crucial for business returns. For human resource managers, understanding industry changes, effectively controlling and utilizing new technologies and tools, and exploring breakthroughs in reducing costs and improving efficiency from the perspective of human resources have become topics that human resource managers must consider and answer in recent years. This article will elaborate on the importance of HR positions, as well as competency factors, talent profiles, career development, and market supply and demand.

人力资源管理主要是依据战略目标和组织结构变化，运用科学管理方法对人力资源进行有效的开发、利用和激励，使其得到最优化组合。 劳动密集型服务性行业人力资源岗位设置在企业经营管理中具有更加重要的作用和意义： 一是 确保经营的顺利进行：经营活动主要围绕人来进行，合理配置和科学开发员工是确保经营顺利的重要因素。 二是 提高服务效率与质量：通过内外培训提升员工的专业知识和技能，制定合理的薪酬绩效制度，加之和谐有序的工作环境，可以充分调动员工的热情、发挥员工的潜力。 三是 提升核心竞争力：人力管理能够促进组织战略的实施和执行，有利于将人力资本扩大化，进而提升核心竞争力。

Human resource management is mainly based on strategic goals and organizational structure changes, using scientific management methods to effectively develop, utilize, and motivate human resources, so as to achieve the optimal combination of human resources. The establishment of human resources positions in labor-intensive service industries plays a more important role and significance in enterprise management. Firstly, it ensures the smooth operation of the business. Business activities mainly revolve around people, and the rational allocation and scientific development of employees are important factors in ensuring smooth operation. The second is to improve service efficiency and quality: by enhancing employees' professional knowledge and skills through internal and external training, establishing a reasonable salary and performance system, and creating a harmonious and orderly working environment, employees' enthusiasm can be fully mobilized and their potential can be fully realized. Thirdly, enhancing core competitiveness: Human resource management can promote the implementation and execution of organizational strategies, which is conducive to expanding human capital and thereby improving core competitiveness.

人力资源核心六大板块包括： 第一 ，人力资源规划：为实现经营目标，对所需的人力资源制定相关措施，进行需求预测、分配和规划。 第二 ，招聘配置：通过吸引和选拔人才，将其合理配置到各个岗位上，发挥人才的最大潜力。 第三 ，培训开发：通过各种培训方式，提升员工的专业技能和综合素质，为企业发展提供有力的支持。 第四 ，绩效管理：对人才及其工作状态进行评价，从而体现人在组织中的相对价值或贡献价值。 第五 ，薪酬福利: 根据员工的工作表现和贡献，给予相应的薪资福利待遇，提高满意度和忠诚度。 第六 ，员工关系：协调企业与员工之间的劳动关系处理，包括入职、异动、调岗、离职等各种劳资关系。

The six core areas of human resources include: firstly, human resource planning: to achieve business goals, relevant measures are formulated for the required human resources, and demand forecasting, allocation, and planning are carried out. Secondly, recruitment configuration: By attracting and selecting talents, they can be reasonably allocated to various positions to unleash their maximum potential. Thirdly, training and development: Through various training methods, employees' professional skills and comprehensive qualities are enhanced, providing strong support for the development of the enterprise. Fourthly, performance management: evaluating talents and their work status to reflect their relative value or contribution value in the organization. Fifth, salary and benefits: Based on employees' work performance and contributions, corresponding salary and benefits will be given to improve satisfaction and loyalty. Sixth, employee relations: Coordinate the handling of labor relations between the enterprise and employees, including various labor relations such as onboarding, transfer, job transfer, and resignation.

人力资源要想提升在企业的地位，发挥更大的价值，就必须进行整合升级，并赋能业务，尤里奇提出了人力资源的三支柱模型。 第一 ，专家中心COE(Center of Expertise)：专家中心主要包括战略制定，流程优化、确定标准、企业文化培养等，专家中心由企业的人力资源专家人员组成，他们是企业HR顶层的设计师。 第二 ，业务伙伴 HRBP (Business Partner)：业务伙伴站在业务部门的角度，为其提供人力资源的服务，使人力资源真正能满足业务部门的需求。 第三 ，共享服务 SSC（Shared Service Center）：共享服务主要是负责招聘管理、培训管理、薪酬管理、绩效管理等，能把企业基础的工作规范起来，从而省去大量的时间、人力和物力。

In order for human resources to enhance their position in the enterprise and exert greater value, they must be integrated and upgraded, and empower the business. Yurich proposed the three pillar model of human resources. Firstly, the Center of Experts (COE): The COE mainly includes strategic planning, process optimization, standard setting, and corporate culture cultivation. The COE is composed of human resources experts from the enterprise who are the designers of the top-level HR design. Secondly, Business Partner (HRBP): Business partners provide human resources services from the perspective of the business department, ensuring that human resources can truly meet the needs of the business department. Thirdly, Shared Service Center (SSC): Shared services are mainly responsible for recruitment management, training management, salary management, performance management, etc., which can standardize the basic work of enterprises and save a lot of time, manpower, and material resources.

在人力组织结构设计中，人力资源部需统筹人员招聘、发展规划、薪酬福利、专业培训、员工活动等；质检部负责管理落实质检体系，并进行监督检查、问题整改，对食品安全、原材料及水质进行检查等；中高端以上酒店、餐饮业均配备员工食堂和宿舍，后勤部需要对此进行管理。 随着行业规模的扩大和管理需求的复杂化，人力资源管理逐渐站在变革的“风口浪尖”，需要通过AI数字化转型、人性化管理、综合素质培训等多种策略来应对新的挑战和机遇，传统的六大模块正在不断整合、简化或者合并拆分，以提高工作效率和适应性。 比如说，将培训和质检主管进行岗位合并，人事和财务经理兼职、部门经理轮班值班经理；深度了解和靠近业务，贴合经营发展的降本增效要求，设置HRBP岗位；将制度流程、手续管理简单化，结合平台高效使用AI进行招聘、培训，降低能耗，提升企业的可持续发展水平等。

In the design of human organizational structure, the human resources department needs to coordinate personnel recruitment, development planning, compensation and benefits, professional training, employee activities, etc; The quality inspection department is responsible for managing and implementing the quality inspection system, conducting supervision and inspection, problem rectification, and inspecting food safety, raw materials, and water quality; High end and above hotels and catering industries are equipped with staff canteens and dormitories, which need to be managed by the logistics department. With the expansion of industry scale and the increasing complexity of management needs, human resource management is gradually standing at the forefront of change, requiring various strategies such as AI digital transformation, humanized management, and comprehensive quality training to cope with new challenges and opportunities. The traditional six modules are constantly being integrated, simplified, or merged and split to improve work efficiency and adaptability. For example, merging the positions of training and quality inspection supervisors, with HR and finance managers working part-time, and department managers taking turns as duty managers; Deeply understand and approach the business, align with the cost reduction and efficiency improvement requirements of business development, and establish HRBP positions; Simplify institutional processes and procedural management, efficiently utilize AI for recruitment and training through the platform, reduce energy consumption, and enhance the sustainable development level of enterprises.

提供优质服务为核心，人力资源管理需要注重员工的的服务意识和沟通能力培训，确保员工能够提供热情、专业、周到的服务。

Service orientation: Providing high-quality services is the core, and human resource management needs to focus on training employees' service awareness and communication skills to ensure that they can provide enthusiastic, professional, and thoughtful services.

行业的发展离不开创新和创意，人力资源管理需要重视员工的创新能力和创造力培养，鼓励员工提出新想法和改进措施。

Creativity and Innovation: The development of the industry cannot be separated from innovation and creativity. Human resource management needs to pay attention to the cultivation of employees' innovation ability and creativity, encourage employees to propose new ideas and improvement measures.

服务对象涉及不同地域和民族的文化，人力资源管理需要培养员工对多元文化的理解和尊重，确保在服务和管理中能够妥善处理文化差异。

Cultural sensitivity: The service targets involve cultures from different regions and ethnic groups. Human resource management needs to cultivate employees' understanding and respect for multiculturalism, ensuring that cultural differences can be properly handled in service and management.

一线人员的底薪通常较低，为了保持行业竞争力，需建立灵活机动的绩效评估体系和激励机制，以激发员工的积极性和工作热情。

Performance and motivation: The base salary of frontline personnel is usually low. In order to maintain industry competitiveness, it is necessary to establish a flexible performance evaluation system and incentive mechanism to stimulate employees' enthusiasm and work enthusiasm.

人才流动性较大，人力资源管理需要适应这种变化，通过建立有效的人才吸引和留存策略，确保企业拥有稳定的核心团队。

Talent mobility: Talent mobility is high, and human resource management needs to adapt to this change by establishing effective talent attraction and retention strategies to ensure that the enterprise has a stable core team.

可能会遇到突发事件，如自然灾害、公共卫生事件等，人力资源管理需要具备应急处理能力，确保在危机时刻能够迅速有效地应对。

Emergency response capability: In the event of emergencies such as natural disasters, public health incidents, etc., human resource management needs to have emergency response capabilities to ensure quick and effective response in times of crisis.

人力资源管理应注重可持续发展，通过推广绿色旅游、社会责任旅游等理念，提升企业的社会责任形象。

Sustainable development concept: Human resource management should focus on sustainable development, and enhance the corporate social responsibility image by promoting concepts such as green tourism and socially responsible tourism.

人力资源岗位不仅需要丰富的专业知识和技能，还需要强大的管理能力、出色的沟通能力和良好的心理素质，这些素质共同构成了一个优秀的人力资源管理者所应具备的基本条件。

Human resources positions not only require rich professional knowledge and skills, but also strong management abilities, excellent communication skills, and good psychological qualities, which together constitute the basic conditions that an excellent human resources manager should possess.

需要具备人力资源管理或相关专业的背景知识，掌握人力资源管理的理论和实践知识。

Professional background in human resources: It is necessary to have background knowledge in human resources management or related fields, and to master the theoretical and practical knowledge of human resources management.

需要与各个部门进行有效的沟通和协调，以确保人力资源管理的顺利进行。

Communication and coordination skills: Effective communication and coordination with various departments are required to ensure the smooth progress of human resource management.

需要处理员工之间的问题和纠纷，需要具备良好的人际关系和解决问题的能力。

Interpersonal relationships and problem-solving skills: It is necessary to handle problems and disputes among employees, and possess good interpersonal relationships and problem-solving abilities.

工作时间和工作环境常常变化，HR需要具备弹性和适应能力，以应对各种突发情况和任务。

Flexibility and adaptability: The working hours and environment often change, and HR needs to have flexibility and adaptability to cope with various unexpected situations and tasks.

如在企业面临重大变革时，能够有效地引导和管理变革过程，帮助员工适应新的工作方式和工具，从而提高企业的整体竞争力。

Organizational coordination ability: such as being able to effectively guide and manage the process of major changes faced by the enterprise, help employees adapt to new work methods and tools, and thus enhance the overall competitiveness of the enterprise.

具备良好的团队合作精神，能够在团队中发挥领导作用，促进团队的高效运作。

Teamwork spirit: Possess good teamwork spirit, able to play a leadership role in the team, and promote the efficient operation of the team.

具备创新意识和创造性工作能力，能够不断尝试新观念、新方法来提升工作效率和服务质量。以便在不断变化的市场环境中，为企业寻找新的增长点和竞争优势。

Innovation ability: Possess innovative consciousness and creative work ability, able to constantly try new ideas and methods to improve work efficiency and service quality. In order to find new growth points and competitive advantages for enterprises in the constantly changing market environment.

拥有较强的自我管理能力和职业生涯规划意识，能够持续提升自己的专业水平和综合素质。

Self management ability: Possess strong self-management skills and career planning awareness, able to continuously improve one's professional level and comprehensive quality.

根据HR人才年龄段分布统计数据，成熟人才（31岁及以上）占据了人力资源从业者中一半的比例。根据不同年龄段细分：年龄在18-24岁占比15.44%，年龄在25-30岁占比33.46%，年龄在31-40岁占比31.37%，年龄在40岁以上占比19.73%。 整体来看，年龄分布与工作年限分布大致吻合，HR年龄分布显示出明显的年轻化特征，主要集中在20多岁到30多岁之间，这与行业对新鲜血液和创新思维的需求有关。 在科技飞速发展、物质相对富足、多元文化的环境中成长起来的年轻一代，他们更喜欢自由、充满奇思妙想，他们看重意义和价值，更能适应并喜欢变化，可以在模块的搭建和优化、组织诊断、企业效能提升这些领域大展拳脚，同时，这也反映了现代职场环境对年轻一代的重视和培养， 激活新生代主力军，为组织注入新活力成为最新趋势。

According to the age distribution statistics of HR talents, mature talents (31 years old and above) account for half of the human resources practitioners. According to different age groups, those aged 18-24 account for 15.44%, those aged 25-30 account for 33.46%, those aged 31-40 account for 31.37%, and those aged 40 and above account for 19.73%. Overall, the age distribution roughly matches the distribution of work experience, and the age distribution of HR shows obvious youthfulness, mainly concentrated between the 20s and 30s, which is related to the industry's demand for fresh blood and innovative thinking. The younger generation, who have grown up in an environment of rapid technological development, relative material abundance, and multiculturalism, prefer freedom and are full of imaginative ideas. They value meaning and value, and are better able to adapt and enjoy change. They will create a difference for the organization. At the same time, this also reflects the importance and cultivation of the younger generation in the modern workplace environment. They not only have professional industry experience and knowledge, but also active thinking and rich insights. They can excel in module construction and optimization, organizational diagnosis, and enterprise efficiency improvement. How to activate the main force of the new generation and inject new vitality into the organization has become the latest trend.

根据人力资源人才学历背景统计：从基础岗位到高级管理岗位，不同层次的学历需求都有所体现。同时，随着行业的发展和企业对专业能力的重视，高学历和国际化背景的HR从业者将更具竞争力。本科及以上学历人才占比高达37.41%，大专学历占比50.42%，大专以下占比12.16%。 由于人力资源工作对组织架构、应变沟通和创新推进都有着较高的要求，因而相关岗位人才的学历背景普遍较优。

According to statistics on the educational background of human resources talents, different levels of educational requirements are reflected from basic positions to senior management positions. At the same time, with the development of the industry and the increasing emphasis on professional competence by enterprises, HR practitioners with high education and international backgrounds will be more competitive. The proportion of talents with a bachelor's degree or above is as high as 37.41%, 50.42% have an associate's degree, and 12.16% have an associate's degree or below. Due to the high requirements of organizational structure, adaptive communication, and innovation promotion in human resources work, the educational background of talents in related positions is generally better.

总体来看，人力资源人才的专业背景呈现多元化态势，这对于企业雇主来说不仅有助于应对复杂多变的市场环境，还能提升企业的创新能力和竞争力 ，虽然许多HR从业者并非主修人力资源管理专业，但他们在工商管理和行政管理等领域的教育背景也十分普遍。接近一半（49.75%）人才毕业于行业对口程度较高的酒店/旅游/款待业管理这一大类专业。这类人才对于业务运作和品牌文化有着良好的学术认知，并能将这些知识运用在工作中。此外， 20.71%的人才毕业于企业/行政/工商/人力资源管理这一大类专业，这一类专业背景的人才具备较强的组织管理能力、团队协作能力和领导潜力；6.10%的人才毕业于英语/外语/语言文学这一大类专业，这一类的人才具备较好的英文书写技能和良好的跨文化沟通能力。这两种类型的人才进入企业后往往在沟沟通协作方面有着良好的表现，帮助团队高效运转。

Overall, the professional backgrounds of human resources talents are showing a diversified trend, which not only helps employers cope with complex and changing market environments, but also enhances their innovation capabilities and competitiveness. Although many HR practitioners do not major in human resource management, their educational backgrounds in fields such as business management and administrative management are also very common. Nearly half (49.75%) of the talents graduated from the major of hotel/tourism/hospitality unemployment management, which has a high degree of industry alignment. These talents have a good academic understanding of business operations and brand culture, and can apply this knowledge to their work. In addition, 20.71% of talents graduated from the major of enterprise/administration/business/human resource management, which has strong organizational and management skills, teamwork abilities, and leadership potential; 6.10% of talents graduated from majors in English/Foreign Languages/Language Literature, which possess good English writing skills and cross-cultural communication abilities. These two types of talents often have good performance in communication and collaboration after entering the enterprise, helping the team to operate efficiently.

HR的薪酬水平不仅受到地区、行业和公司规模的影响，还与个人能力和岗位层级密切相关。 在行业不同的发展模式、组织形态、发展战略变化下，人力资源管理的固定架构不断衍生新的管理方法论，因此HR薪资水平与学习力、个人能力、岗位层级密切相关。 与OD（Organizational Development，组织发展）、TD（Talent Development，人才发展）、LD（Learning Development，学习发展）、数据分析以及三支柱工作相关的HR薪酬水平较高，而传统模块中的培训、招聘和薪酬绩效模块薪酬水平相对较低。对于人力资源人才而言，深耕这一领域也会为其职业发展，特别是在薪酬方面，提供良好的前景。根据最佳东方人才发展研究院的大数据分析显示人力资源主管级与员工级人才的平均月薪为4935元；人力资源经理级人才的平均月薪为9120元；人力资源总监级人才的平均月薪为19618元。

The salary level of HR is not only influenced by region, industry, and company size, but also closely related to individual abilities and job levels. Under different development models, organizational forms, and strategic changes in the industry, the fixed structure of human resource management constantly gives rise to new management methodologies. Therefore, HR salary levels are closely related to learning ability, personal abilities, and job levels. The HR salary levels related to OD (Organizational Development), TD (Talent Development), LD (Learning Development), data analysis, and the three pillar work are relatively high, while the salary performance module in the traditional module such as training, recruitment, and compensation performance has a relatively low salary level. For human resources talents, delving deeply into this field will also provide good prospects for their career development, especially in terms of salary. According to the big data analysis of the Veryeast Talent Development Research Institute, the average monthly salary for HR managers and employees is 4935 yuan; The average monthly salary for human resources manager level talents is 9120 yuan; The average monthly salary for HR director level talents is 19618 yuan.

从人力资源各层级人才薪酬来看，人才的月薪分布均呈纺锤型结构。其中，超过3成的主管级与员工级人才月薪位于中高档、高档和较高档，这反映了不少企业雇主对于人力资源领域的基层人才相当重视。 由于经理级人才往往在企业和部门中扮演者中流砥柱的角色，这样的薪酬分布不仅有助于保持人才的稳定性，也为该类别人才在横向发展中留下不错的空间，人力资源主管级与员工级人才在迈入经理级后的薪资水平更是水涨船高，薪资中位值涨幅比例高达58.33%。人力资源经理级人才在步入总监级后，其薪资提升空间也十分可观，从经理级到总监级，人才薪资中位值提升47.37%。

From the perspective of talent salaries at all levels of human resources, the monthly salary distribution of talents follows a spindle shaped structure. Among them, more than 30% of supervisor level and employee level talents have medium high,high or relatively high monthly salaries, which reflects that many employers attach great importance to grassroots talents in the field of human resources. Due to the fact that managerial level talents often play a pivotal role in enterprises and departments, such a salary distribution not only helps maintain the stability of talents, but also leaves a good space for this category of talents to develop horizontally. The salary levels of human resources supervisors and employee level talents have skyrocketed after entering the managerial level, with a median salary increase ratio of 58.33%. After entering the director level, the salary increase space for human resources manager level talents is also considerable. From the manager level to the director level, the median salary increase for talents is 47.37%.