近年来鲜少公开露面的字节跳动创始人张一鸣，10月9日现身上海，参加上海徐汇知春创新中心（以下简称"知春创新中心"）开业仪式。 这家创新中心何以吸引张一鸣？证券时报记者获悉，知春创新中心定位为民办非营利性机构，由张一鸣和上海交通大学计算机科学班（ACM）创始人俞勇共 同发起，其中，张一鸣为捐赠人。 根据知春创新中心信息，其面向对泛计算机和人工智能感兴趣的年轻人(16—18周岁)，每年计划招聘30名全职预备研究员，经过5年左右的培养周期，培养出 能够推动计算机和人工智能领域进步的顶尖创新人才。 探索多样化人才培养路径 张一鸣在开业仪式发言时提到，自己长期关注人才招聘和培养，注意到很多人才潜力没有被充分挖掘。他以机器学习模型中的过拟合（Overfit）现象作为类 比，有的人才可能专业知识扎实，也有高精准的技能，但面对创新任务却无法胜任。 2016年，还在担任字节跳动CEO的张一鸣注意到，公司表现突出的算法工程师中，好几位都毕业于上海交通大学ACM班。据悉，上海交通大学ACM班成立于 2002年，由俞勇创建，曾三次夺得ACM全球总冠军，打破了欧美学校在程序设计竞赛上的长期垄断，培养了大量计算机人才。 为一探究竟，张一 ...

探索多样化人才培养路径 张一鸣在开业仪式发言时提到，自己长期关注人才招聘和培养，注意到很多人才潜力没有被充分挖掘。 他以机器学习模型中的过拟合（Overfit）现象作为类比，有的人才可能专业知识扎实，也有高精准的技 能，但面对创新任务却无法胜任。 2016年，还在担任字节跳动CEO的张一鸣注意到，公司表现突出的算法工程师中，好几位都毕业于上海 交通大学ACM班。据悉，上海交通大学ACM班成立于2002年，由俞勇创建，曾三次夺得ACM全球总冠 军，打破了欧美学校在程序设计竞赛上的长期垄断，培养了大量计算机人才。 为一探究竟，张一鸣前往上海交通大学，拜访了俞勇和ACM班顾问、图灵奖得主约翰·霍普克罗夫特 （John Hopcroft），由此萌生了支持教育创新的想法。 近年来鲜少公开露面的字节跳动创始人张一鸣，10月9日现身上海，参加上海徐汇知春创新中心（以下 简称"知春创新中心"）开业仪式。 这家创新中心何以吸引张一鸣？证券时报记者获悉，知春创新中心定位为民办非营利性机构，由张一鸣 和上海交通大学计算机科学班（ACM）创始人俞勇共同发起，其中，张一鸣为捐赠人。 根据知春创新中心信息，其面向对泛计算机和人工智能感兴 ...

Core Insights - The Xuhui Zhichun Innovation Center in Shanghai officially opened on October 9, co-founded by ByteDance's Zhang Yiming and Shanghai Jiao Tong University's ACM class founder, Professor Yu Yong [1][3] Group 1: Background and Purpose - The center's name reflects ByteDance's commitment to innovation and its roots in the Zhichun Road area of Beijing, where the company was founded [3] - Zhang Yiming recognized the potential of algorithm engineers from Shanghai Jiao Tong University, leading to a collaboration aimed at fostering innovation and talent development [3][4] Group 2: Talent Development Initiatives - The center plans to recruit around 30 full-time preparatory researchers annually and has already conducted three sessions of the Zhichun Future Technology Camp to expand knowledge for youth [4] - The focus is on cultivating top talents with "0 to 1" innovation capabilities, emphasizing independent thinking, practical skills, and resilience [4] Group 3: Industry Context - Zhang Yiming's re-engagement in the industry aligns with a trend among leading private tech companies in China, such as Alibaba and JD.com, to enhance talent development and innovation in the AI era [5]

图源：知春创新中心 据悉，张一鸣上一次公开演讲还是在2021年3月30日，字节跳动九周年司庆上，他做了 "平常心做平常事" 的主题演讲，此后不久便卸任了字节跳动CEO。 10月9日，上海徐汇知春创新中心正式开业。创新中心由字节跳动创始人张一鸣、上海交通大学ACM班创始人俞勇教授共同发起。 活动现场，张一鸣在发言中提到，自己长期关注人才招聘和培养，注意到很多人才潜力没有被充分挖掘。他以机器学习模型中的过拟合（Overfit）现象作 为类比，有的人才可能专业知识扎实，也有高精准的技能，但面对创新任务就不行了。因此，创新中心希望培养思维活跃、有热情和韧性的人才，核心是 独立思考和重视实践，关注长期和全局，在探索中学习，保持平常心，放松自信，拥抱不确定性。 ...

□ 葛 昊 新质生产力是以科技创新为主导、实现关键性颠覆性技术突破的生产力，是高质量发展的重要引擎。江 苏是经济大省、科教大省，正全力打造具有全球影响力的产业科技创新中心，加快发展新质生产力、扎 实推进高质量发展成为当前的核心任务。高等教育尤其是研究生教育肩负着不可替代的使命，必须主动 适应、全面融入、精准赋能新质生产力的培育与发展。赋能江苏新质生产力发展，高质量研究生教育需 着力在优化人才培养体系、深化科教产融合创新、构建开放协同生态三大维度上实现突破与跃升。 优化人才培养体系，筑牢新质生产力发展的人才根基 新质生产力的发展绝非一日之功，亦非单一主体所能完成，它依赖于一个充满活力、开放协同的创新生 态系统。研究生教育作为这个生态系统中的重要节点，其自身发展及其赋能功效的发挥，深受系统环境 的影响。江苏科教资源丰富，但创新要素在高校、科研院所、企业间的流动仍存在一些壁垒，全球顶尖 创新资源的链接能力有待进一步加强，创新文化氛围也需持续培育。 高质量研究生教育要有效赋能新质生产力，必须秉持开放理念，主动构建并融入更广阔的协同创新生 态，重点在以下三个方面实现突破。一是构建区域协同创新共同体，提升研究生培养的开放 ...

在中华医学会第二十九次眼科学术大会(CCOS2025)上，一场聚焦行业未来的"爱尔眼科人才发展与创新 专题会"引发广泛关注，爱尔眼科医院集团副总裁王丽华系统分享了爱尔眼科数十年深耕眼科领域的人 才培养成果、创新路径与未来规划。李哲琳、邹金佑、马红婕三位爱尔眼科青年医生代表也先后登台， 讲述了自己在爱尔眼科的成长过程和经验。 多年来，爱尔眼科始终营造强化"理念聚人、平台引人、事业留人"的氛围，让"共创、共享、共赢"的企 业文化深入人心，打造了一支追求卓越、医德高尚、责任感强的人才团队，为社会呈现出一份既有高度 又有温度的"人才答卷"，更为全球眼科人才培养提供了"爱尔方案"。 从新人医生，到患者心中的"光明天使" 年过七旬的刘大爷，在深圳爱尔眼科医院完成"右眼白内障超声乳化+人工晶体植入术"手术后，右眼视 力从0.4提升至1.0。出院后，看着眼前清晰明亮的世界，刘大爷将印有"德医双馨情暖人心"的锦旗，交 到他的主治医师——白内障专科胡尊霞主任手中，并激动地表示："我现在看什么都很清楚，真的很谢 谢胡主任，医术精湛，对待患者很有耐心，让我感到非常温暖。" 深圳爱尔眼科医院青白科副主任医师胡尊霞在给患者看诊 胡尊霞已 ...

转自：新华财经 "济济多士，乃成大业。"近年来，江苏中烟工业有限责任公司徐州卷烟厂始终坚持"人才是第一资源"理念，以"十四五"人才队伍建设规划为行动纲领，紧 扣"尊重认同公平"核心导向，全方位推动员工个人发展与企业高质量发展同频共振。 聚焦人才选拔，筑牢人才储备"蓄水池" "公平的选拔机制是人才工作的第一粒扣子"，徐州卷烟厂人力资源处处长李彬表示，企业打破身份、层级壁垒，以能力、业绩为核心构建选拔体系，让优秀 人才脱颖而出。 企业干部人才队伍建设始终坚持党管干部原则，以"德才兼备、实绩突出"为标尺，通过"集中调研、日常了解、基层历练、竞技比拼"四维发力，全方位评估 干部人才，确保选出组织认可、群众信赖、实绩过硬的骨干力量。同时加大年轻干部选拔力度，一批"90后"干部走上领导岗位，展现出较强能力和创新精 神，激发了队伍活力。管理岗竞聘严格遵循"公开、平等、竞争、择优"原则，依据部门需求开放报名，采用"第三方命题测评+随机评审组评审"模式，确保 评价多元、结果公正。维修工等关键岗位选拔突出"专业匹配、业绩优先"，联动社会资源开展技能实操考核，专家骨干共同评审，成绩现场公布、结果全厂 公示，实现选拔全程阳光透明。 ...

Group 1: Core Technological Breakthroughs - The importance of achieving self-controlled key technologies for national strategic security is emphasized, as reliance on external sources is insufficient [2] - Recent advancements in various fields such as aerospace, biomedicine, quantum communication, and semiconductor technology demonstrate China's resilience and capability in overcoming core technology challenges [2][3] - The development of indigenous technologies, such as the domestication of high-thrust rocket engines and the creation of innovative drugs, showcases the potential for China to lead in critical sectors [2][3] Group 2: Innovation Ecosystem and Talent Development - The need for a deep integration of industry, academia, and research to facilitate the transformation of scientific achievements into practical applications is highlighted [3][5] - Innovative educational models, such as interdisciplinary training and collaboration between universities and enterprises, are essential for cultivating talent that meets the demands of new productive forces [5][6] - The establishment of supportive mechanisms, such as the "shared engineer" platform in the Guangdong-Hong Kong-Macao Greater Bay Area, addresses the technical resource shortages faced by small and medium-sized enterprises [5] Group 3: Institutional Reforms and Policy Support - Continuous reforms at the institutional level are necessary to enhance the efficient flow of innovation elements, including the establishment of mechanisms for technology transfer and commercialization [4][7] - The creation of a favorable regulatory environment, such as the data asset registration system and the dual assessment system for green technology, is crucial for fostering emerging industries [7] - Strengthening intellectual property protection through specialized courts and new registration systems is vital for incentivizing original innovation [7]

Group 1: Core Concepts - Companies are increasingly focusing on creating a "growth ecosystem" for new employees, emphasizing the importance of innovation and practical experience in their training programs [2][4][5] - The "Creative Market" initiative at Yili Group exemplifies how companies engage new hires in innovative projects that resonate with consumer needs, fostering a sense of value and belonging among employees [1][8] - Organizations are recognizing that the creativity, adaptability, and commitment of employees are vital assets, leading to a focus on human capital as a source of sustainable competitive advantage [5][6] Group 2: Talent Development Strategies - Companies like ByteDance and Tencent are implementing open and inclusive environments that encourage new hires to contribute ideas and engage in challenging projects from day one [2][3] - The establishment of comprehensive talent management systems, such as Yili Group's "selection, training, retention" framework, aims to support personalized innovation and rapid integration of young employees into the company [2][4] - Educational partnerships and internship programs are being promoted to bridge the gap between academic training and practical workplace skills, allowing companies to identify and nurture potential talent early [9] Group 3: Employee Engagement and Innovation - New employees are seen as a source of fresh perspectives and ideas, which can drive innovation and address business challenges in rapidly changing market environments [8][9] - The emphasis on creating a supportive and engaging workplace culture is crucial for retaining young talent and enhancing their contributions to organizational goals [4][5] - Companies are encouraged to integrate innovation mechanisms into their talent development frameworks, ensuring a continuous cycle of identifying potential, cultivating skills, and providing opportunities for growth [9]

Core Viewpoint - The recognition of rural collective economic managers as a new profession is a significant step towards enhancing their role in rural revitalization, emphasizing the need for innovative talent cultivation, supportive policies, and optimized evaluation systems [1][2]. Group 1: Talent Cultivation - Innovative talent cultivation is essential to seize new opportunities, with various regions implementing specific training programs for rural managers, such as Zhejiang's "Rural CEO" initiative and Guangdong's training plan for rural managers [1]. - The establishment of a talent pool through the identification of key groups, such as returning migrant workers, is crucial for meeting local needs and enhancing talent development [1]. Group 2: Supportive Policies - The new profession requires updated policies to support flexible labor relations and work methods, particularly in areas like compensation and professional title evaluation [1]. - Policies must evolve to alleviate the challenges faced by this new profession, facilitating its transition towards a more formalized and professional development path [1]. Group 3: Evaluation Systems - A flexible and scientifically grounded evaluation system is necessary to assess the diverse contributions of rural collective economic managers, as their roles can vary significantly [2]. - Combining top-down design with grassroots exploration will help refine the evaluation system, ensuring that it remains relevant and motivating for talent [2].