网络安全工作是吃力不讨好的:工作量增加,薪水减少。
Cybersec is a thankless job: expanding workload and shrinking pay packet

原始链接: https://www.theregister.com/2026/04/27/from_a_massive_skills_gap/

## 网络安全薪资停滞引发担忧 尽管网络安全领域需求量很大,但2025年网络安全专业人员的薪资涨幅却出乎意料地低。Harvey Nash的数据显示,全球范围内(英国为77%)有71%的人薪资没有增加,远低于所有技术岗位的45%的平均水平。这种停滞与董事会层面的危险自满有关——即使在由人工智能驱动的威胁形势迅速演变的情况下,成功的安全团队也被认为只是“完成工作”。 缺乏认可正在影响士气,网络安全专业人员在工作满意度方面排名较低。与此同时,网络攻击*增加*(英国严重攻击增加50%),就业市场转向雇主控制,减少了机会。 专家警告说,责任与回报之间的脱节正在导致倦怠和人才流失,敦促组织将网络安全人才优先视为战略资产,并提供适当的薪酬、支持和可见性。否则,将面临漏洞增加和事件响应速度减慢的风险。

## 网络安全:一份不被感激且日益严峻的挑战 一篇 Hacker News 的讨论突显了网络安全领域日益增长的挫败感。许多人认为该行业专注于被动措施——例如追逐误报和合规性——而不是主动的、基础性的安全。专家指出,公司购买昂贵的產品和服务,却未能解决核心问题,往往将短期收入置于真正的安全改进之上,形成了一种循环。 一些评论员认为,真正的安全收益通常是在传统的“安全角色”*之外*实现的,并且“左移”方法——将安全集成到整个软件开发生命周期中——至关重要。然而,一个关键问题是,在发生安全漏洞*之后*,公司才缺乏优先考虑安全的动力。目前的处罚往往不足,且缺乏问责制。 人工智能的兴起被视为一种威胁(赋予“脚本小子”力量)和一种机遇(自动化分析并可能缩短响应时间)。最终,这场讨论强调了系统性变革的必要性,包括更严格的法规、工程师的个人责任以及一种将安全视为核心业务需求而非仅仅是成本中心的文化转变。
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原文

Cybersecurity professionals were the most overlooked workers in IT when it came to pay rises in 2025, according to new figures from recruiter Harvey Nash.

The trend was especially stark in the UK, where 77 percent of all security staff saw no salary increase, although the pattern was observed globally too with 71 percent of infoseccers experiencing wage stagnation.

For context, 45 percent of all tech workers received pay rises across the 53 countries surveyed, and even DevOps - the most generously rewarded discipline - only reached 56 percent. More than half of those working in adjacent disciplines, including infrastructure, AI/ML, and product management, received wage increases.

The pay squeeze is taking a toll: security professionals now rank in the bottom three for overall workplace satisfaction alongside QA testers and infrastructure bods - despite cybersecurity being in the top-three most in-demand positions across the tech industry.

Ankur Anand, CIO at Harvey Nash, the IT recruitment biz which gathered the latest data, told The Register that security salaries are stagnating because successful teams are breeding complacency at the board level.

"Cybersecurity has become a victim of its own effectiveness," he said. "When teams do their job well, the absence of incidents leads to complacency at senior levels. 

"At the same time, AI is expanding the threat surface and increasing the volume, speed, and complexity of what security teams have to deal with. When you layer that onto constant pressure, legacy technology, and highly distributed working models, you end up with a workforce carrying huge responsibility with limited recognition. That combination is a powerful driver of burnout and attrition."

That boardroom complacency sits awkwardly alongside warnings from security authorities. The UK's National Cyber Security Centre reported a 50 percent rise in its most severe attack category less than a year ago, and data from Check Point, Fortinet, and a January World Economic Forum report all point in the same direction: threats are mounting.

The salary data also comes during a period of instability in the cybersecurity job market, with full-time job opportunities starting to plummet due to global economics and technological innovations, like AI, erasing entry-level positions. 

Cybersecurity, like many other industries, is now in an employer-controlled job market – a far cry from the skills-gap panic of recent years.

The mood is visible in why people are staying put: 56 percent cite genuine job satisfaction, but 24 percent admit they're simply not confident they'd find anything better right now. 

Anand concluded: "The data should be a wake-up call. We're asking cybersecurity teams to stand on the front line of business risk, yet too often we're not matching that responsibility with the reward, progression, and operating environment that keeps people in the profession.

"When pay lags the market, workload keeps rising, and the role is seen as a blocker rather than an enabler, it's no surprise that attrition starts to look like the path of least resistance.

"If organizations want to reduce exposure and respond faster when incidents happen, they need to treat cyber talent as a strategic capability: valued, visible, and supported by leadership. The organizations that get this right won't just retain their best people – they'll build trust with customers, regulators, and their own boards." ®

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