Program of Talent Development of Shijingshan District in the “Eleventh Five-Year Plan” Period

2. Basic Situation

1) Achievements

During the “Tenth Five-Year Plan” Period, with the leadership of Shijingshan Commission of the CCP and the district government, work on talents of our district has taken economic construction as its center, reform and innovation as its power, adjustment of industrial structure as its main thread and cultivation and introduction of talents at high levels or urgently needed as its key. And a lot of achievements have been made.

a. Further Improvement of the Quality of Personnel in the Party and government Continuous bettering of the personnel’s diplomas in the Party and government. The percentage of the personnel with associate degrees is decreasing while the percentage of the personnel with undergraduate or postgraduate education is increasing year by year. The percentage of the personnel with bachelor’s degree or higher degrees increased from 27.0% in 1999 to 63.0%, which showed obvious improvement in the education received by the civil servants. By the end of 2004, 95.0% of the civil servants have received associate or higher degrees among whom 64.6% have got bachelor’s degree, which meant nearly 30% more than that before the implementation of the “Tenth Five-year Plan”. And the percentage of postgraduates is 6.6%.

b. Further Development of Reform of Personnel Policies
With further development of reform of personnel policies, such regulations and measures as Leaders’ Responsibility for Work on Talents, Leaders’ Correspondence with Experts and Plans for Talent Project in the “Tenth Five-year Plan” Period have been worked out. The system of “Working and Living License in Beijing” has been implemented and socialization of awarding professional and technical titles has been made progress. An internal distribution and bonus system has been set up which is based on real-achievements and contribution-oriented, gives preferential treatment to excellent talents and key positions and fits specific features of different units.
During the “Tenth Five-year Plan” period, 8726 employment contracts by 258 pubic institutions have been signed which account for 95% of all the personnel and 88% of all the public institutions respectively. The new and contracted employment relationship between the employing units and employees has formed and conceptions on employment have changed furthermore.

c. Gradual Formation of Talent Market
In recent years, market mechanism has begun to play a basic role in talent distribution. The function of service of talent market has been continuously reinforced, such as talent distribution in the market, scientific talent assessment and online information service. More than 70 talent fairs have been held which have served more than 2000 enterprises and 43000 job-hunters. 296 enterprises have registered in Shijingshan District Talent Center. Such regional talent associations as engineer association and medicine academy have been set up, which will serve as a flat-form of academic communication and commercialization of techniques and will make it possible to gather the talents at high level in our district. So far, associations in different fields have been organized, such as medicine, education, metallurgy, electronics, information and heat energy, which serve as a carrier of appropriate talent flowing.

d. Gradual Formation of Talent Training and Reeducation
A talent training system, consisting of further education, liberal education, vocational education, adult education and higher education, supported by government, employing units and individuals, has formed. From 2001 to 2003, various professional training courses have been held for more than 200 times with nearly 50,000 trained. More than 200 thousand adults have received technology training. More than 18 thousand people have received training organized by private schools. Nearly 5000 people have got associate degrees through adult education and self-teaching examinations. 100% of the civil servants and professional technological personnel have received further education.

2) Problems

Despite great achievements of work on talents in our district during the “Tenth Five-year Plan” period, such problems as insufficient talents, inappropriate structure and uneven distribution still exist, which requires further improvement in mechanism.

a. Concepts of work on talents are still lagging behind.
The idea of “Talents are the first resource” has not been completely built up and many employing units still treat investments on talents as costs instead of investments. Talents have not been paid enough attention in a large number of non-state enterprises on both working and living.

b. Insufficient talents and inappropriate structure coexist.
The talents are less than the requirements of economic and social development. In 2004, 30 out of every 100 people at positions have associate degrees, while the average intensity in Beijing at the same time is 34. What’s more, 27000 are from the units of central or municipal government, which accounts for 45% of all talents in our district.
The distribution structure of talents is uneven. Most talents are in the manufacturing field and talents at high level are less than needed. Talent reserve is relatively insufficient, which does not match the economic structure. In terms of age, talents especially those with good skills have aging problem. More than 80% professional technological talents are in the manufacturing field and talents in the third industry are far less than required, especially the modern service industry. And the western region is comparatively less developed with larger requirement on talents.

c. The general quality of talents needs improvement.
Fourteen percent of the talents in our district have got postgraduate education while 56% have got bachelor’s degree or higher degree. However, only 2% of the talents with master’s or doctor’s degree belong to the authorized organization of our district, which means the general education of talents is poor. On the other hand, the matching degree of talents with positions is less than 60% and only 12.7% of the talents with skills have associate degree. There are still discrepancies between diplomas and professional titles and between capabilities and responsibilities.

d. Mechanism of work on talents needs improvement.
A mechanism of talent cultivating which is demand-oriented is incomplete. Disjoint between demand and cultivation and disjoint between cultivation and utilization co-exist. There are still something to do in setting cultivation targets, constituting cultivation plans, choosing cultivation methods and contents and improving training effects. In employing personnel, diplomas, professional titles, qualification and identities are taken exclusive consideration to some degree. Talent assessing evaluating has not been socialized to satisfied degree and the system of talent assessing and stimulating are incomplete.

e. Appropriate enterprises for talents are less and weaker than needed.
There are few enterprises with headquarters in our district. State enterprises dominate in our district with inflexible employment mechanism, which makes less attractive to talents. Non-state enterprises are usually small with less than 20 employees which lack in scale effect and talent development flat-form. The science park and industry base have not reached the requirements of carrying high level talents.

f. Socialization of service needs to be enforced.
Information of talent resources is not sufficient. The systems and policies of talent flowing are incomplete, which makes talent flowing among different organizations and units difficult. The system of talent market is incomplete with asymmetry in information of demand and supply and service specifically for high level talents is poor.
Service for talents is simple. Service provided to talents includes mere management of registered permanent residence and personal files. Professional assessing and career plans which are required by both enterprises and talents have not been provided. The atmosphere of taking advantage of talents is not satisfying in our region. Salaries and material benefits in different organizations or units are different, which makes talent flowing difficult and inappropriate. Personnel assessing system is incomplete in government offices and public institutions, which makes the personnel system which allows personnel competent to work both at the top and at the grassroots not function well and makes it difficult to employ high level talents.

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