Editor: Talent is the first resource for development. What kind of human resources it has determines the future of a country and region. Hard power and soft power ultimately depend on the strength of talents. Natural resources and material resources are ultimately limited, and only human resources are strategic resources that will never be exhausted. When economic and social development enters a new stage, how to actively change the concept of talent work, scientifically grasp the rules of talent work, and rationally cultivate, develop and make good use of talents, the first resource, has become a major question that must be answered to promote the scientific development of regional economic and social sciences.
Talent Debate: What kind of "talent" do we need
Cheng Guomin: Breaking the "basic view of talent" that only looks at graduation certificates, qualification certificates, etc., any skill can make People who are self-reliant and can create value for society are talents.
At present, our identification of talents is often a formality, leading to the phenomenon of "talented but useless". For example, when evaluating innovative talents among doctors and teachers, some do not look at clinical results and do not evaluate them. Regarding the effect of teaching practice, if we only look at books and papers, the result is a phenomenon of "two more and two less", with more and more projects and fewer and fewer achievements; more and more papers and fewer and fewer innovations. "Three hundred and sixty lines of practice will produce talents." When it comes to defining talents, we must break the past "personal concept of talents" that only looks at graduation certificates, qualification certificates, etc. I believe that anyone who has skills that allow him or her to be self-reliant and create value for society is a talent. From the perspective of the "holistic view of talent", a society or a unit is like a complex machine, and each person in it is a component of this machine and is indispensable. "Screws" may seem insignificant, but missing one will affect the normal operation of the entire machine.
Wang Chengbin: To adapt to the development needs of the knowledge economy era, it is crucial to cultivate and introduce high-end leading talents. At the same time, a problem that cannot be ignored is that the quality level of industrial workers cannot keep up with the pace of industrial upgrading, highlighting the important role of blue-collar skilled talents.
As long as there are good policies and platforms, cutting-edge talents can be introduced from the outside, but if the projects they bring are to be successfully incubated locally and effectively put into use, they must also have strong hands-on ability. , supported by an industrial army that masters advanced manufacturing technology. Integrating higher vocational education and technological innovation resources is a major innovation in Changzhou. Changzhou Science and Education City is a higher vocational education park with the distinctive feature of cultivating blue-collar skilled talents. The Municipal Party Committee and Government have clearly stated that the Science and Education City should cultivate high-quality skilled professionals with both theoretical foundation and strong practical ability as a school-running Target, actively expand school-enterprise cooperation, organically combine academic education with vocational education, and provide valuable human capital support for the transformation and upgrading of Changzhou’s economy. In the past eight years, the employment rate of vocational graduates in the Science and Education City has stabilized at more than 98%, and overall It’s telling that the “soft” job market for college graduates is dominating the job market.
Song Xiaohui: Whether from the perspective of meeting the people’s growing demand for social services or from the policy goal of maintaining social harmony and stability, strengthening the construction of social work talent teams has become an urgent task.
Currently, our country is entering a stage where social conflicts are prone to occur. The role of social work professionals in improving social service levels, solving people's difficulties, resolving social conflicts, and reducing disharmonious factors is increasingly evident. . However, overall, problems such as insufficient total number of social work talents, uneven distribution of fields, low degree of professionalization, lack of service carriers, and weak sense of professional belonging are still prominent. The reasons for this situation are, first, the lack of unified organizational leadership. The management of social work talents is highly "districted" and the sharing of resources is relatively lacking. The second is the lack of systematic talent planning. The social work professional qualification system is not yet complete, job development and establishment are being piloted and explored, and talent assessment standards and evaluation systems have not yet been established. The third is the lack of a sound management system. Different regions and departments have different understandings of social work, different promotion efforts, and different operating mechanisms. Fourth, there is a lack of overall supporting policy support. Supporting policies and measures such as the financial investment system, salary and remuneration packages, and career prospect planning for the construction of social work talent teams are still very limited. Fifth, there is a lack of broad social participation. In Hong Kong, private professional social work organizations are the main body in carrying out social services, accounting for more than 3/4 of the total number of social work organizations in Hong Kong and undertaking 80% of social service work. In contrast, in the Mainland, the development of civil society work institutions is relatively slow, government support is not in place, and there is a serious lack of carriers for the practical improvement of social work talents.
Liu Hong: We need both “seed” talents and “soil” for the “seeds” to grow.
In the context of the declining demographic dividend, increasing resource and environmental constraints, and rising corporate operating costs, it is necessary to transform the development model and promote the Chinese economy from "Made in China" to "Created in China". Become a conscious person. However, when it comes to how to realize "Created in China", many people still hold the thinking of "treating the head when it hurts and the foot when it hurts". They believe that to achieve "Created in China", they only need to seize the top talents such as "scientific and technological innovation talents". Talent is enough.
If we compare "Created in China" to agricultural "harvest", "scientific and technological innovation talents" to "seeds", and other talents and other influencing factors to "soil", we can easily understand that good "seeds" can only be found if they are good. Only in the "soil" can it thrive. Therefore, what we need now is not just cutting-edge "talents" in the industry, but to promote "comprehensive human development" from the perspective of long-term national development, that is, not only a few people should be developed, but all people should be developed. ; Promote "all-round development of people", that is, as everyone grows older, they must develop in talents, interests, moral qualities and other aspects, and spend a lot of time, energy and resources on cultivating "seeds", Appropriately transfer to the improvement of "soil". When the "soil" is good, the "seeds" will naturally be improved by evolution.
The way to educate talents: Can talent use and talent training be a "win-win" situation
Liu Hong: There is no such thing as "training talents to suit the position before using them" in any job position. In this case, it can only be "learning by doing" and "cultivating by using".
Different people have different speeds reflected in the "learning curve" for the same job position. Some people "get started" quickly, while others have average "understanding". For the former, the task of the organization is to give them new challenges (such as new positions) after they have reached job competency and allow them to enter a new learning process; for the latter, the problem of person-job matching must be considered, in addition to targeted In addition to improving capabilities and quality, job rotation should also be considered. The speed reflected by the "learning curve" is also affected by whether the organization where the talent works has a good "social introduction" and reasonable career planning. The education and training a person receives for an organization can be divided into two stages: before entering the organization and after entering the organization. Education and training before entering the organization are social issues, while education and training after entering the organization are issues of the organization's "socialization introduction" and "career planning". Use and training are a process of mutual feedback and correlation. The training itself cannot be achieved overnight, but is a process in which the organization encourages individuals to carry out continuous self-development in their professional life through goal orientation, evaluation incentives, support and assistance and other measures.
Cheng Guomin: Talents must be used in their proper positions and at the right time. The cultivation of talents must take "use" as the fundamental starting point and foothold.
At the county level, the problems of "insufficient", "inapplicable" and "unused" talents are still prominent and require great attention. In response to the problem of “insufficient” talents, efforts should be made to improve the foresight of talent work. Adhere to the synchronous planning and implementation of talent work and county economic and social development, and introduce urgently needed talents closely around the "three highs" requirements and standards of high industrial relevance, high job matching, and high social recognition. In response to the problem of "inapplicable" talents, efforts should be made to improve the pertinence of the introduction of talents. According to local industrial characteristics and actual needs, talents should be introduced, allocated and used in a targeted and selective manner. Adhere to industry docking to stimulate innovation vitality; adhere to school-enterprise cooperation and make clever use of external intelligence; adhere to policy guidance to tap entrepreneurial potential. In response to the problem of talents not being used, efforts should be made to improve the effectiveness of talent training. Adhere to the principles of openness, fairness and impartiality, and truly "give opportunities to those who are truthful and pragmatic, give positions to those who work hard, give status to those who devote themselves silently, and give positions without publicity" to maximize the talents' intelligence.