融入思想引领，在传承红色基因中坚定理想信念。应立足办学特色，凝练红色基因内涵，多措并举强化 青年的思想政治引领，将校训、校风、学风等与红色文化的科学内涵连接相通，引导广大青年学生奠定 良好的思想基础。在学生党课、团课以及青马微课堂、"骨干"培训等教育活动中，融入红色文化特别是 中国共产党人精神谱系相关内容，让内涵鲜明的红色基因内化为学生的价值追求。抓住切入点，挖掘党 史、校史等与中国共产党人精神谱系的连接点，讲好党和人民的奋斗故事，进一步坚定理想信念，赓续 红色血脉。 融入课程思政，在课程学习中激发爱国热情。充分发挥好高校每门课程的育人作用，把传承红色基因与 思政课程建设同步推进，建设"大课堂"、搭建"大平台"、建好"大师资"，全面推进"大思政课"建设，全 链条打通铸魂育人的主干渠道。积极挖掘各类专业课程的思想政治教育元素，推进红色文化与专业教学 相结合，用学生喜闻乐见的形式予以呈现，将爱国主义精神"润物细无声"地渗入课堂教学过程中；以一 流课程建设为抓手，进一步推进教学改革，将红色故事、革命精神等融入课堂讲授、讨论辩论和案例分 析中，让学生从党的百年奋斗光辉历程中汲取奋进力量。 融入学科竞赛，在赓续红色血脉 ...

●周欣欣 突出实绩导向，健全精准科学的人才使用体系。一方面，要树立"信任为基、放手使用"的用人导向。对 引进和培养的各类人才，特别是高层次人才和青年才俊，要在政治上充分信任、工作上大胆使用、生活 上热情关心。赋予领军人才更大的人财物支配权和技术路线决定权，实行"军令状""揭榜挂帅"等制度， 让有真才实学的人才有机会、有舞台。另一方面，要创新"不拘一格、唯才是举"的评价机制。彻底破 除"四唯"顽瘴痼疾，加快建立以创新价值、能力、贡献为导向的人才评价体系。对基础研究人才，实行 长周期评价；对应用研究和技术开发人才，重点评价其市场贡献和成果转化效益；对哲学社会科学人 才，重在评价其思想价值和决策咨询作用；针对技能人才，重点评价其工艺改进、解决实际问题的能力 和带徒传技的成效；针对乡村人才，重点评价其在带领职工群众致富、推动乡村振兴中的实绩。要把评 价的"指挥棒"真正交给市场、企业和用人单位，让干出成绩的人才名利双收、脱颖而出。 深化机制改革，构建更具竞争力的人才集聚体系。一要瞄准产业需求"靶向引"。人才引进不能搞"一刀 切"，要紧紧围绕兵团的重点产业布局来展开。相关部门要定期发布《重点产业人才需求目录》，特别 是针 ...

Core Insights - The rise of new energy vehicle companies has created a pressing demand for talent in the industry [1] - Companies are increasingly targeting existing talent, particularly from established brands like Mercedes-Benz, amidst a high-salary "talent snatching" trend [1] - The talent being sought after is backed by a rigorous and systematic training framework that has been developed over years [1] Talent Development System - The 2025 Mercedes-Benz Service Skills Master Competition, which has been held for 17 years, exemplifies the company's talent development system [1] - This competition not only tests technical skills but also reinforces the transmission of the "Mercedes standard" [1] - Mercedes-Benz has broken down service into a quantifiable system, allowing every new employee the potential to become a master, ensuring consistent high-quality service across all locations [1] Long-term Strategy - While short-term talent poaching can quickly address immediate needs, establishing an internal talent development system is essential for long-term success [1] - The core competitive advantage of a company lies in the continuous development of its skilled professionals [1]

Core Insights - The Hangzhou Science and Technology Association announced the evaluation results of the "Three Stations" construction, with the First People's Hospital of Xiaoshan District achieving multiple outstanding results [1][2] - The hospital has become the first medical community in the city to establish all three stations, promoting the downward flow of quality medical resources and enhancing grassroots medical service capabilities [1] Group 1 - The academician workstation led by Academician Han Jisheng has successfully passed the annual assessment and has been a key driver for discipline construction, talent cultivation, and research collaboration since its establishment in 2012 [1] - The hospital has actively introduced quality medical resources, collaborating with authoritative experts in osteoporosis, such as Professor Zhang Zhenlin and Professor Yue Hua, to advance a project on AI screening and comprehensive management of osteoporosis-related fractures in the elderly [1] Group 2 - The innovation station led by Dr. Zhu Zhongxin at the Guoli branch stood out among over 300 stations in the city, receiving an excellent rating [2] - The station implements an innovative training model of "1 Doctor + 2 Key Staff + N Trainees," contributing to the branch's success in provincial and municipal project approvals [2] - The hospital has established a complete talent training and service loop through a three-tier talent system of "Academician - Expert - Doctor," bringing national-level diagnostic technologies closer to the community [2]

Core Points - The article discusses the transition of a key executive at Xiaomi, Wang Hua, who has officially started working at the company's Wuhan headquarters after a planned rotation that was set five years ago [2][4]. Group 1: Executive Transition - Wang Hua expresses gratitude for the support received over the past five years and reflects on significant events he participated in, including the launch of new retail initiatives and the development of Xiaomi's automotive project [4]. - The company has a structured talent development system that includes various training programs and a rotation system that encourages horizontal and vertical career growth [4][5]. Group 2: Rotation System - Xiaomi's rotation policy mandates that employees must rotate positions every three years, with a five-year maximum tenure in a single role [5]. - Wang Hua chose Wuhan for his new role due to its proximity to Chengdu, which offers lower travel costs and time compared to Beijing [5].

Core Points - The announcement marks the beginning of a new role for the individual at Xiaomi's Wuhan headquarters, which was planned five years ago [1] - The individual emphasizes that the transition is a normal rotation without any hidden motives, urging not to overanalyze the situation [2] - The individual expresses gratitude for the past five years and highlights significant experiences during their tenure, including involvement in major company events [3] Company Structure and Culture - Xiaomi has a comprehensive talent development system that includes various training programs such as the Spark Plan, Torch Plan, and others, aimed at different career stages [3] - The company's rotation system mandates a job change every three years, with a five-year rotation being compulsory, allowing for broader perspectives among mid-level managers [3][4] - The choice of Wuhan for the new role is influenced by personal convenience and the company's strategic developments in the region, including the establishment of a major manufacturing and research facility [4]

Core Viewpoint - The recent personnel changes at Xiaomi, particularly the reassignment of Wang Hua to the Wuhan headquarters, are part of the company's established rotation system, which mandates job changes every three to five years, reflecting a commitment to talent development and strategic positioning within the organization [1][2][4]. Group 1: Personnel Changes - Wang Hua confirmed his relocation to Xiaomi's Wuhan headquarters, stating that his rotation was planned five years ago as per the company's rules [1][2]. - Xu Jieyun has been appointed as the new General Manager of the Public Relations Department, having previously held the same position and currently serving as a special assistant to the Chairman [6]. Group 2: Company Strategy and Development - The rotation system at Xiaomi is designed to broaden the perspectives of mid-level managers, allowing for both upward mobility and lateral experience [2]. - Wang Hua expressed a personal interest in the Wuhan location due to its proximity to Chengdu and the company's significant investments in the area, including the establishment of a large-scale research and manufacturing facility [4]. - The company is focusing on a substantial development plan in Wuhan, aiming for a "ten-thousand-person research and manufacturing" initiative [4]. Group 3: Public Relations and Communication - Wang Hua has been a prominent figure in Xiaomi's public relations, often addressing rumors and concerns through social media, which has made him a recognizable identity for the company's communication strategy [10]. - The timing of Wang Hua's reassignment coincided with public discussions led by founder Lei Jun regarding automotive safety, indicating a potential shift in Xiaomi's external communication approach [8][10].

Core Viewpoint - The announcement of a managerial rotation within Xiaomi Group highlights the company's structured talent development and rotation system, emphasizing the importance of career growth and adaptability in leadership roles [1][3][4] Group 1: Managerial Rotation - The company has a defined rotation policy where managers are expected to rotate every three years, with a mandatory rotation after five years [3][4] - The recent transition to the Wuhan headquarters was planned five years in advance, showcasing the company's long-term strategic planning for talent management [3][4] Group 2: Talent Development - Xiaomi implements various talent development programs, such as the Spark Plan and Torch Plan, which support employees at different career stages [3] - The rotation system not only allows for upward mobility but also provides opportunities for lateral experiences, enhancing the overall skill set of managers [3][4] Group 3: Strategic Location Choice - The choice of Wuhan as the new work location is influenced by logistical considerations, such as proximity to Chengdu and reduced travel costs compared to Beijing [4] - The company is expanding its operations in Wuhan, including the establishment of a major manufacturing and research facility, which aligns with the new manager's desire to contribute to this growth [4]

Core Viewpoint - The "Star Exam" organized by the leading real estate brokerage company, I Love My Home, serves as a benchmark for assessing the professional quality of real estate agents, promoting the professionalization of the industry [1][3]. Group 1: Exam Purpose and Structure - The "Star Exam" is designed to ensure that real estate agents possess strong professional capabilities, addressing the complexities and risks associated with real estate transactions [3][4]. - The exam is not just a test but a comprehensive learning experience for agents, providing opportunities for both new and experienced agents to update their knowledge and skills [3][4]. - The exam results are directly linked to consumer service experiences, influencing agents' visibility on the company's online platform [4][5]. Group 2: Exam Content and Relevance - The 2025 "Star Exam" features upgraded content that reflects current market demands and regulatory changes, with a focus on real-world service scenarios [5][7]. - The exam includes 100 questions corresponding to 100 service scenarios, integrating recent regulations and market policies to ensure agents can effectively safeguard client interests [5][7]. - The assessment criteria have expanded to include not only legal knowledge but also comprehensive transaction safety and ethical service practices [7][9]. Group 3: Training and Support Systems - I Love My Home has established a comprehensive talent development system that includes practical training, an intelligent learning platform, and specialized training bases [8][9]. - The "Star" intelligent learning platform offers over 5,025 courses, with high participation rates among agents, facilitating continuous professional development [8][9]. - The company has created a "Zhen Service" intelligent platform to provide real-time support for agents, ensuring they have access to necessary resources and guidance [8][9].

Core Viewpoint - China is transitioning from "catching up" to "running together" and even "leading" in the global technology innovation landscape, presenting both opportunities and challenges in areas such as research result transformation, startup financing, and high-end talent cultivation [1] Group 1: Challenges in the Integration of the Four Chains - The integration of the innovation chain, industry chain, capital chain, and talent chain faces four major challenges: insufficient linkage between the innovation chain and industry chain, a shortage of key talent, inadequate support for early-stage tech companies, and a lack of diverse application scenarios in the industry chain [1][2] - The current disconnection between research outcomes and market needs leads to low transformation efficiency, highlighting the need for better alignment between research and industry [5] Group 2: Systematic Solutions Proposed - A "tropical rainforest" ecosystem for technology innovation should be established to enhance the overall success rate of the innovation ecosystem rather than focusing solely on individual projects [2] - The talent chain support system needs optimization, including the establishment of market-oriented technology transfer personnel incentives and better integration of technology transfer roles within universities and enterprises [2][3] - A comprehensive financial service system covering the entire lifecycle of technology enterprises should be developed, including optimizing government guidance funds and encouraging financial product innovation [3][8] Group 3: Mechanisms for Effective Research Result Transformation - The low transformation rate of research results is primarily due to policy execution issues, a fragmented research ecosystem, and a lack of specialized institutions and talent [5][6] - Three key areas for improvement include optimizing policy services, enhancing the role of enterprises in the research process, and improving transformation capabilities through public service platforms [6][7] Group 4: Talent Mobility and Institutional Innovation - To facilitate talent mobility between academia and industry, flexible personnel management systems should be explored, allowing researchers to engage in entrepreneurship or part-time roles in enterprises [7] - Middle and small enterprises should be supported through institutional innovations to attract talent, such as promoting "technology vice president" roles and establishing overseas talent workstations [7] Group 5: Encouraging Long-term Capital Investment - A systematic layout for a technology finance system should focus on cultivating long-term capital and diversifying venture capital development to support technology enterprises [8][9] - Recommendations include relaxing investment limits for long-term funds in equity markets, encouraging diversified investment strategies, and developing secondary market funds to enhance investment returns [9][10]