Influence of Employment Structure Change on Human Resource Management

Abstract

In recent years, China’s labour market has experienced profound structural shifts driven by technological disruption, demographic changes, and the COVID-19 pandemic. These transformations have altered industrial composition, diversified employment models, and redefined skill requirements. This study investigates how such changes reshape Human Resource Management strategies, using macroeconomic analysis, organizational case mapping, and policy review covering 2014-2024. The findings show that recruitment practices are shifting towards skill-based and hybrid employment models, training and development are increasingly focused on digital literacy and cross-domain competencies, and performance management is moving from rigid Key Performance Indicators (KPIs) to outcome—and skill-based evaluations. Policy and industry-level interventions, such as flexible labour regulations and shared skills repositories, are essential to address labour mismatches and wage disparities. The study concludes that Human Resource Manager (HRM) must act as a strategic mediator, aligning human capital strategies with evolving economic structure to foster resilience and sustainable workforce development. This paper provides relevant suggestions for the reform of human resource management.