（来源：团结报） 面对数字化转型背景下的新需求，陈建华认为精细化服务是破解企业办税痛点的关键切口。"在税收服 务上，推行'一类一策''一行一策''一企一策'差异化服务，实现'分析一户、带动一个集团、服务一个区 域'的辐射效应。"陈建华表示，为应对诉求响应的一些"卡点"，可制定"企业发展服务计划"，建立税企 直联通道与"专员+专家"服务机制，全方位收集诉求、台账式管理、对表式销号，以"小贴士"传递税收 服务"大温暖"。 "涉企纠纷解决周期长、流程繁、成本高，是制约市场主体减负增效的突出痛点。"专题协商会上，民革 界别委员、江苏尚鼎律师事务所主任丁强以即将正式施行的《中华人民共和国商事调解条例》为切入 点，提出构建高效便捷的多元解纷体系的建议。他指出，商事调解具有自愿、高效、保密、利于维系商 业合作的独特优势，是破解法院"案多人少"与企业"维权不易"双重困境的最优解，商事调解条例的施行 标志着我国商事调解迈入法治化、规范化新阶段。 □ 丁 强 法治化营商环境的持续优化是激活市场主体活力、凝聚发展合力的关键所在。近年来，江苏省扬州市始 终将营商环境建设摆在突出位置，通过连续12年出台优化营商环境文件、制定《扬州市优 ...

Core Viewpoint - Talent is a key factor for regional development, and the difficulty in attracting and retaining talent has long troubled the central and western provinces of China. Addressing this talent dilemma is crucial for both regional coordinated development and the overall quality of China's modernization [1][2]. Group 1: Challenges in Talent Attraction - Central and western provinces share common challenges in attracting talent, including a disparity in industrial capabilities, with a high proportion of traditional industries and slow development of emerging sectors, leading to insufficient high-end positions and development platforms [1]. - Limited resource investment in housing, healthcare, and other support systems makes it difficult for these provinces to compete with developed regions, resulting in a lack of competitive advantages [1]. - Institutional constraints exist, with rigid evaluation systems, limited promotion opportunities, and difficulties in converting achievements, leading to a low "ceiling" for talent growth [1]. Group 2: Strategies for Talent Attraction and Retention - To overcome these challenges, central and western provinces should avoid engaging in a "subsidy competition" and instead pursue a differentiated "ecological breakthrough" approach, such as implementing market-oriented talent incentive policies [1][2]. - Breaking down institutional barriers is essential, with a focus on flexible talent recruitment models and addressing the urgent needs of talent through a "three-line cost, one-line service" support system [2]. - Reforming talent evaluation systems to focus on innovation value, capability, and contribution rather than solely on academic qualifications and titles is crucial for empowering talent attraction and retention [2]. - Building a comprehensive talent ecosystem that includes attracting, nurturing, and utilizing local talent is necessary for achieving mutual growth between talent and regional development [2].

人才生态，决定人才停留的时长。济南的改革魄力与服务诚意，构成了强大的软实力。"我们打破'唯论文、唯职称'，建立了更科学的人才分类认定体 系，认定人数已突破9.5万。"张维国介绍，服务上更是下足"绣花功夫"，从527名服务专员"一对一"对接，到整合20项绿色通道、500余项市场化服务，再 到"政策找人、免审即享"的数智化服务模式，"目的就是让人才在济南感到被尊重、被需要，安心创新创业。" "引才，首先要懂产业、懂人才。"张维国说。济南构建了青年人才、专家教授等15个"五维数据库"，像绘制"人才地图"一样精准掌握资源。同时，"才聚 泉城"品牌活动持续"走出去""请进来"，每年新增青年人才超16万。"我们不仅引进人，更注重引进项目、团队和科技成果，推动人才与产业'落地即融 合'。" 平台是人才绽放的舞台。张维国如数家珍：省级以上博士后平台221家，国家级留学人员创业园1家，黄河流域大学生创业孵化基地高标准运营……"特别 是连续承办山东博士(后)双创大赛，赛后不是终点，而是项目落地、成果转化的起点，目前已推动超百个优质项目在济生根。" "功以才成，业由才广。"城市的发展竞争，本质是人才的竞争。"十四五"期间，济南为何 ...

然而，一个真正稳固、可复制的"引才"模式，还必须具备可持续的内生动力。如何建立更加均衡、持久 的激励生态，是构建"价值闭环"的关键议题。 当前，许多地区在引进特定人才时，常会提供具有竞争力的特殊待遇。然而，从长远看，一个健康的人 才生态不能长期依赖"特殊政策"引进"特定人才"，而应依靠"普遍公正"的规则吸引更多当地人才"留下 来"。山区县财力有限，无法在薪资上简单比拼，但完全可以在制度设计上着力，探索建立让所有奋斗 者都能清晰预见成长路径的回报机制，营造一个机会公平、规则透明、贡献与回报相匹配的良性环境。 唯有让每一位投身其中的"建设者"都相信，他们的汗水能被公平丈量，这个价值闭环才能充满活力地持 续运转下去。 放弃同质化的内卷，潜心打造独一无二、能自我强化的"引才"价值闭环，山区县才能在广阔的人才天地 中找到属于自己的回响，完成真正决定未来的双向奔赴。 近日，"90后"福州研究生林本堃的故事引发网友关注。当他选择扎根闽西山区连城县成为一名基层棒球 教练时，许多人不解。他的回答朴实而深刻："我和连城是一场双向奔赴——它来传球，我来接球。"这 句感悟恰恰揭示了一个深层逻辑：在县域人才竞争中，真正的核心竞争力不仅 ...

Core Viewpoint - The event "2026 Hui.Pengfei" in Wuxi Huishan focuses on integrating education, technology, and talent to foster innovation and entrepreneurship, aiming to establish Huishan as a preferred destination for innovation and entrepreneurship [1] Group 1: Event Highlights - The event gathered numerous academicians, experts, key enterprises, financial institutions, new R&D organizations, and high-level talent representatives, linking with several "Double First-Class" universities and renowned vocational colleges in China [1] - A total of 39 innovation and entrepreneurship projects received policy support amounting to over 287 million yuan [1] - A cooperation platform for technology transfer between universities such as Harbin Institute of Technology, Northeast University, and Nanjing University of Posts and Telecommunications was inaugurated [1] Group 2: Talent and Innovation Initiatives - The "Hui.Pengfei" Talent Plan 2.0 has attracted 59 domestic and foreign academicians and gathered 240,000 various talents over the past year [1] - The number of national-level specialized and innovative "little giant" enterprises in the district has increased to 60, while provincial-level specialized and innovative small and medium-sized enterprises have reached 469 [1] - Several innovative measures were announced, including the "Doctor Gathering" joint training program, "Hui Talent Loan" financial services, and the "Smart Home" brand [1]

在招引企业布局未来产业时，这种基于产业需求的人才生态更具吸引力。 就在1月4日，南京量子研究院正式落地。院长张虎伟表示，研究院目前已在南京布局国内首台 1000量子比特的光量子专用计算机。除了产业生态，人才是他们最关心的要素。"量子科技高度依赖跨 学科的顶尖人才，我们需要大量具备量子物理、计算机、材料科学等专业背景的高学历人才以及能够推 动应用落地的技术拓展型团队。"他说，南京丰富的高校资源，为企业提供了关键的人才土壤。 去年9月，鼓楼区政府与南京师范大学共建的智能生物制造创新中心启动。在领衔该中心团队的中 国工程院院士黄和看来，智能生物制造要打通从实验室到工厂的鸿沟，必须依靠"产学研人才梯队"。考 察过几座城市后，南京让他眼前一亮。"不仅高校相关学科强，更拥有大量熟悉产业痛点的技术骨干， 能快速把想法落地。"他说。 这种由人才生态构筑的信任，不仅吸引"新朋友"奔赴而来，也转化为"老朋友"再投资的真金白银。 2025年，全市新签约亿元以上招引项目中，存量企业再投资项目占比超四成。华天科技、汇川技术、 博西家电、宝马等企业的持续增资，背后也是对这一生态的信任"加仓"。 1月4日，南京一次性发布3项人才政策，全面 ...

Core Viewpoint - The article emphasizes the importance of talent as the primary resource for promoting high-quality development, highlighting the need for a strategic approach to talent cultivation and utilization in various industries [1]. Group 1: Talent Development Strategy - The article outlines a comprehensive strategy for talent development, focusing on aligning talent acquisition with industry needs, particularly in key sectors such as renewable energy, new materials, and biomedicine [2]. - It advocates for innovative recruitment models that encourage enterprises to take the lead in talent acquisition, moving away from traditional reliance on public sector recruitment [2]. - The strategy includes expanding recruitment channels and utilizing existing talent policies to attract experts from both within and outside the region [2]. Group 2: Talent Cultivation Mechanisms - The article stresses the importance of creating high-end platforms for talent growth, such as innovation centers and research stations, to provide necessary support for talent to thrive [3]. - It calls for a collaborative talent training mechanism that promotes skills enhancement and knowledge updating, aiming to cultivate a skilled workforce [3]. - The article highlights the need for breaking down institutional barriers to facilitate talent mobility and exchange between research institutions and enterprises [3]. Group 3: Talent Utilization and Evaluation - The article advocates for a performance-oriented approach to talent utilization, emphasizing trust and empowerment for high-level talents [4]. - It proposes an innovative evaluation mechanism that focuses on contributions and capabilities rather than traditional metrics, aiming to recognize diverse talents across various fields [4]. - The article suggests that market and enterprise feedback should guide talent evaluation, ensuring that high-performing individuals receive appropriate recognition and rewards [4]. Group 4: Talent Ecosystem and Retention - The article discusses the importance of creating a supportive environment for talent retention, including providing affordable housing and addressing personal concerns such as family support [5]. - It emphasizes the need for a culture that respects and values talent, encouraging innovation and risk-taking among professionals [5]. - The article highlights the significance of integrating regional talent development efforts to enhance overall competitiveness and address employment challenges [6]. Group 5: Regional Collaboration - The article calls for breaking down regional barriers to enhance talent mobility and cooperation between different areas, promoting mutual benefits in employment and skills development [6]. - It suggests establishing a collaborative framework for talent policy alignment and resource sharing to facilitate efficient talent allocation [6]. - The article emphasizes the need for a multi-layered interaction model to stimulate innovation and drive regional economic growth [6].

Core Viewpoint - Qinghai is actively seeking talent through a series of recruitment events across major cities, showcasing its commitment to attracting skilled individuals to support its development goals [7][11]. Group 1: Recruitment Events - The recruitment campaign, themed "Soaring to the Sky, Renowned Worldwide," includes events in Lanzhou, Changsha, Kunming, and Xi'an, aiming to attract talent to Qinghai [7]. - The first recruitment event in Lanzhou saw a high turnout, indicating strong interest from students and graduates [8]. - A total of 12,400 graduates from over 140 universities participated in the recruitment activities, with 8,574 on-site consultations, of which 67% were master's and doctoral candidates [17]. Group 2: Talent Attraction Strategies - Qinghai's recruitment strategy emphasizes emotional engagement and service, aiming to create a welcoming environment for potential candidates [9][10]. - The province has implemented various policies to attract talent, including the "Kunlun Talent Card" service mechanism, which addresses various aspects of life for incoming talent [10]. - Qinghai is shifting from a broad recruitment approach to a more targeted strategy, focusing on precise matching of talent to job opportunities [12][14]. Group 3: Policy Support and Environment - The provincial government prioritizes talent as a key resource for economic and social development, implementing a series of supportive policies for talent cultivation and retention [10]. - Qinghai is enhancing its talent ecosystem by establishing high-level research platforms and promoting a culture that respects and values talent [16][17]. - The province's commitment to creating a supportive environment is reflected in its ongoing efforts to provide comprehensive services and address the concerns of potential recruits [10][15]. Group 4: Personal Stories and Testimonials - Personal accounts from participants highlight the appeal of Qinghai's natural beauty and the opportunities for professional growth, reinforcing the province's attractiveness as a destination for talent [15][16]. - The experiences shared by successful recruits illustrate the positive impact of Qinghai's talent policies and the supportive community for newcomers [15][17].

Group 1 - The core idea emphasizes the transformation of global top talent into a driving force for high-quality regional development, with cities like Shenzhen and Wuhan implementing strong policies to attract high-quality talent in key industries such as semiconductors and biomedicine [1][2] - Shenzhen focuses on the "20+8" industrial clusters, providing entrepreneurial subsidies and comprehensive supply chain support to become a hub for returning overseas talent [1][2] - Wuhan's Optics Valley targets hard technology sectors like optoelectronic information and new energy, offering substantial project funding to attract top innovation teams [1][2] Group 2 - The concept of "industry-oriented talent attraction" is highlighted, where industries serve as the core carrier for talent aggregation, and talent is seen as the fundamental driving force for industrial upgrades [2] - The "attract, cultivate, utilize, and retain" framework is being developed in the Hongqiao International Central Business District to create a multi-level international talent ecosystem [2] - Key industries such as biomedicine, new energy, and intelligent connected vehicles are forming clusters, with leading companies establishing a presence in the area, enhancing industrial agglomeration effects [2] Group 3 - The Hongqiao International Talent Service Center has introduced a platform for overseas talent to streamline work permits and residency applications, while also supporting domestic talent's international needs [3] - Companies are increasing their R&D investments significantly, with a focus on high-level technical talent to drive innovation, as seen in Ankai Micro's growth from under 300 to over 400 employees [3] Group 4 - Attracting talent is just the first step; the challenge lies in facilitating the transition from laboratory breakthroughs to industrial applications, which is crucial for building a tech innovation ecosystem [4] - Collaboration with upstream and downstream partners in the industry chain is essential for the successful development of hard technology, as highlighted by experts from Tsinghua University and Imperial College [4] - Long-term funding and market patience are necessary for hard technology startups, which need to connect with enterprises early for technology iteration under real operating conditions [4] Group 5 - The role of incubators is emphasized as platforms for nurturing innovation rather than just providing resources, with a focus on long-term support despite potential conflicts with short-term capital return demands [5] - New Micro Innovation Source is exploring a "investment-incubation linkage" model to transform incubators into "co-creation partners" with startups, sharing risks and incentives [6] Group 6 - Cultural differences pose challenges in cross-border entrepreneurship, with Western business being more transaction-oriented while Asian cultures prioritize building trust before collaboration [6] - Flexibility in addressing initial ambiguities in partnerships is recommended, along with leveraging high-quality content and deep interactions to activate the innovation ecosystem [6]

Core Viewpoint - The 20th Central Committee of the Communist Party of China emphasizes the integrated advancement of education, technology, and talent development as foundational and strategic support for building a modern socialist country [1] Group 1: Integration of Education, Technology, and Talent - The integration of education and technology is essential for cultivating high-end talent and driving innovation [2] - A systematic transformation of technological innovation activities into high-quality educational resources is necessary, creating a virtuous cycle of "technology supporting teaching, teaching feeding back into research, and results serving society" [2] - Establishing a dual empowerment model where research resources serve teaching and teaching practices feed back into research can enhance the scientific, cutting-edge, and practical nature of educational content [2][3] Group 2: Industry-Education Integration - Education serves as a strategic link for transforming technological achievements and promoting industrial upgrades [4] - A dynamic and open educational system must be established, focusing on industry needs and transitioning from "learning for application" to "learning through application" [4] - The establishment of a professional dynamic adjustment mechanism is crucial to align educational offerings with high-level technological self-reliance and industrial upgrade strategies [4] Group 3: Talent Ecosystem Development - Talent acts as a bridge connecting technology, industry, and education, and is the core engine driving the mutual promotion of these elements [7] - A comprehensive development system for talent that includes attracting, nurturing, utilizing, and retaining talent is essential for enhancing innovation efficiency [7] - The establishment of a "knowledge-capability-quality" three-dimensional talent cultivation system is necessary to ensure a precise match between talent supply and industry demand [7] Group 4: Digital Empowerment and Evaluation - Leveraging new information technologies such as artificial intelligence and big data can enhance the evaluation of talent, integrating formative, summative, and value-added assessments [8] - The deep coupling of education, technology, and talent forms a new paradigm for talent cultivation, necessitating the breaking down of barriers and strengthening linkages between education and industry [8]