Tourism enterprises have long face the dilemmas of human resources shortage and talent loss, mainly due to the mismatch of labor supply and demand in the external market, and the simple and sloppy internal job setting and human resources management (HRM). The wave of digitalization provides opportunities for solving the aforementioned problems, but it also poses new challenges. The main manifestations are: (1) the digital era has shaped a new scene of tourism, giving rise to new tourism demand, and the new period of tourism enterprise labor demand characteristics and skills structure have been transformed; thus, tourism practitioners need to possess digital management, analysis, innovation, service, and learning abilities. (2) Digital technology (DT; e.g., intelligent machines and big data analysis) is reshaping the division of labor and service functions of tourism services, and its wide application partially replaces human employees (especially in programmed repetitive labor); however, it may also be possible to enhance employees through system support, human-computer collaboration, and so on. Thus, its impact is structural. HRM in tourism enterprises must pay attention to the potential digital divide and digital equity issues in the digital transformation of tourism and ensure that the intelligence and convenience of DT can benefit every stakeholder equally. (3) DT has also enlivened flexible labor, thereby changing the shape of flexible labor through three aspects: new work arrangements, nature of work, and status of workers. In the digital era, the flexible employment management of tourism enterprises must be optimized by deepening the governance of the flexible employment platform and improving the workers’ rights and interests protection system. (4) The digital era poses challenges to the internal HRM of tourism enterprises in terms of responsibility attribution, lack of digital capacity, data security, and customer privacy protection, and also brings opportunities to enhance and optimize the scientific management of talent identification and recruitment, training, performance management, employee relations, and employee retention. In the digital era, HR managers of tourism enterprises must bridge the gap between technology and human nature, pay attention to the ethical dilemmas brought about by the application of DT, and adopt an open and adaptive mindset. (5) DT can also empower the matching of market supply and demand of labor in tourism enterprises, that is, make the quantity of labor supply and demand in such enterprises dynamically balanced through informatization changes, improve the structure through intellectualization, and optimize the docking through platformization.