稿源:新华每日电讯 2026-01-10 08:51 这是1月9日拍摄的沪宁合高铁画真冬 →河斜拉桥。1月8日,并 种体验河科拉桥期和合发 XT 22 20 7 20 新华通讯社出版 新华通讯社主题主办 2026年1月10日 乙巳年十一月廿二 国内统一连续出版物号 CN 11-0209 今日 4 版 总第12064 期 1 邮发代号 1-19 新华网:news.cn 新华每日电讯网:mrdx, 力量持续"刷新"长沙 农报记者 2025年,湖南以高規格行动掀起 热潮,省委书记、省长等分别带队争 上京等多个人才高地,近平学生 之力招才引智,在日趋白热化的区域 中部省份 "白菜花 为这场"人才突围战"的主力军 长沙正被源源不断的青春力量持续 每天诞生 24 体,净流人人口中年轻人占比 80% 座城市已成为名副其实的"青春 面议给"音春底色"的蟒歌,混干 評的全能度保障 本有目張"南生活體能 引全雜品的 洲新生态,长沙用覆液安房 AN 方以服务,交出了一份立体多元的生 本+高品质,长沙如何吸引年轻人 "我们希望把最好的风景留给科研。 2025年9月27日拍攝的 上海站专场活动招聘会境场。 本报记者周椿摄 "公司负责人 ...

2025年，湖南以高规格行动掀起揽才热潮，省委书记、省长等分别带队奔赴上海、北京等多个人才高 地，近乎举全省之力招才引智，在日趋白热化的区域"引才大战"中，展现了一个中部省份"突围"的决 心。 作为这场"人才突围战"的主力军，省会长沙正被源源不断的青春力量持续"刷新"——每天诞生24个大学 生创业主体，净流入人口中年轻人占比80%，这座城市已成为名副其实的"青春之城"。而这份"青春底 色"的铸就，源于长沙近年来构建的全维度保障体系：从"低成本高品质"的生活赋能，到全链条的成长 托举，再到强根基的产业支撑与持续优化的创新生态，长沙用覆盖安居、创业、发展的全方位服务，交 出了一份立体多元的引才留才答卷。 在一线城市虹吸效应仍强、区域竞争日趋激烈的背景下，年轻人为何选择扎根长沙？ 多项人口流动研究揭示，过去半个世纪全球青年迁徙规律已发生变化，"低成本"正成为影响选择的关键 变量——既包括住房、生活等现实支出，也涵盖创业试错、事业起步的综合门槛。 而长沙，恰恰在"低成本生活"与"低成本创业"上形成了鲜明优势。 数据显示，长沙的房价收入比仅为7.18，在省会城市中处于低位，为事业起步阶段的年轻人打通了"留 下来"的现实 ...

如果说"复卦"点明了人才竞争需动态适配的底层规律，那么"大有卦"则直指人才竞争的核心抓手。人才 竞争的成败，直接决定着国家在全球金融博弈中的话语权。"大有卦"的"火在天上"要义在于以核心力量 引领全局，映射到金融领域，就是核心人才团队对国家竞争力的决定性作用。多极经济金融领域的竞争 不仅是技术与资本的比拼，更是人才竞争的终极较量。无论是金融创新的突破，还是科技赛道的卡位， 其背后都有顶尖人才群体的角力。当下全球金融与AI领域的尖端人才梯队中，华人占比之高已成为不 容忽视的竞争优势。 在高科技的竞争中，往往是极少数顶尖人才掌握了知识和资本的主动权，而绝大部分人则是在终端（手 机终端或电视终端）前，陷入时间被支配、思想被割裂的碎片化困境。这种现象恰恰凸显了人才竞争的 核心逻辑，即一个国家的核心竞争力，不是依赖人数的堆砌，而是取决于顶尖人才团队的矩阵实力。 人才竞争之所以成为多重时代的核心命题，其根本原因在于：唯有人才竞争的优势，能够让国家在循环 变化中洞察趋势；唯有人才竞争的胜出，能够让主体在多种危机中找到出路；唯有人才竞争的引领，能 够在预期与利益交织中实现平衡。人才竞争不仅是国家竞争力的直接体现，更是金融范式 ...

经济大省浙江，开始为专科生发放人才补贴了。 "低门槛"补贴 值得关注的是，浙江不少城市针对专科毕业生的补贴门槛较低，不限户籍，不需要在当地买房，仅需在当地就业并缴纳一定期限的社保。 以浙江城市中补助较多的绍兴为例，专科（高职）毕业生每年可以得到6000元的安家补贴，补助时间为三年，总共1.8万元。如果想在绍兴申请相关补 贴，需要毕业2年内来绍工作并连续缴纳社会保险满6个月。 中国新闻周刊致电绍兴人力资源社会保障局，相关工作人员表示，申请这一补贴的专科（高职）毕业生只需满足社保限制即可，没有任何户籍限制，也没 有强制性的落户要求，虽然该补贴叫安居补贴，但不需在当地购买住宅，在"浙里办"APP上申请人才码后，到所对应的各区人力资源社会保障局咨询办理 即可。 除了对户籍不设限制，浙江不少城市为专科毕业生发放补贴，对年龄的限制也较为宽松。比如浙江金华的相关政策就显示，市属或区属的民营企业，引进 的毕业前已持有高级工以上职业技能等级的35周岁及以下大专毕业生，最高可获得1.5万元补贴，分3年发放。 最近，多个浙江城市更新了其人才补贴政策。比如温州最新发布的人才政策提到，"对毕业2年内新来温中小微企业就业"的专科生，给予 ...

英伟达黄仁勋曾断言：未来全球AI产业的竞争是太平洋两岸中国人之间的竞争。 而在太平洋的另一端，国内高科技公司也在纷纷招兵买马，先有华为斥重金招揽天才少年，后有小米千 万年薪挖角DeepSeek核心成员。 不久前，网上还爆出阿里千问员工"吃豆包"的照片，随后被证实是AI生成的恶搞图，但从侧面说明国内 AI竞争也进入了白热化阶段。 好消息是，正有越来越多的赴美留学、工作的高端人才，选择回国发展。 不难看出，为赢得这场事关未来世界经济格局的竞争，中美两国不约而同地将目光锁定在了人才身上 ——谁能吸引更多人才为己所用，将在竞争中处于有利地位。 上图这位站在班级毕业照最前端，名叫姚顺雨的便是其中一位。三天前，腾讯宣布：这位年仅27岁，曾 就职于美国顶尖AI公司Open AI深度研究部门的天才少年，正式入职腾讯，担任首席AI科学家一职。 这句话正在变成现实，美国四大芯片公司CEO全为华人，马斯克组建了一支90%由华人组成的AI团队， 硅谷甚至流传着"一家高科技公司没有华人就搞不成AI"的说法。 姚顺雨是典型的"学霸圣体"，自中学时，便展现出过人的计算机天赋，曾代表母校合肥一中拿下国际计 算机奥林匹克竞赛的银牌。 数学成绩 ...

12月19日，字节跳动发布面向全球员工的内部邮件，宣布继续加大人才投入，提高薪酬竞争力、提升期 权激励力度。具体措施包括：增加奖金(含绩效期权)投入，2025全年绩效评估周期相比上个周期提升 35%；大幅增加调薪投入，较上个周期提升1.5倍；提高所有职级薪酬总包的下限(起薪)和上限(天花 板)。该公司表示，此举系为确保员工薪酬竞争力和激励回报在全球各个市场都"领先于头部水平"。 为了达到上述目标，邮件显示，在绩效激励上，2025全年绩效评估周期的奖金投入较上个周期提升 35%，全年绩效获评"M"及以上员工相应的绩效激励月数上限都将提高，其中"M"的激励月数上限增加 1.5个月；"M+"下限增加1.5个月，上限增加2.5个月；"E"下限增加3.5个月，上限增加3个月。除了年度 激励，半年激励力度也将提升，半年绩效"E"及以上的员工所获的激励，其计算基数将从月薪调整为月 总包(月薪+月期权)。 在全球各个市场都"领先于头部水平"，这一表述在字节跳动内部是首次出现，意味着该公司在薪酬激励 上的目标是要在国内做到最领先，同时在全球范围也进入第一梯队，以直面全球人才竞争。 在薪酬总包上，字节跳动一方面加大了调薪力度，此 ...

12月14日发布的《中国人力资本报告2025》显示，2023年全国劳动力人口平均年龄已达39.66岁，较 1985年的32.25岁显著上升。 整体趋势中，各省份表现分化明显，其中内蒙古、黑龙江、辽宁、吉林、四川成为劳动力平均年龄最高 的五个省份，分别为41.19岁、40.84岁、40.74岁、40.69岁和40.29岁。与之形成对比的是，海南、西 藏、广东等省份劳动力结构相对年轻。 劳动力年龄结构的区域差异，不仅是人口自然变动的结果，更是劳动力跨区域流动、产业格局调整与地 方政策导向共同作用的产物。在人口红利渐趋消退、人才竞争日益激烈的当下，劳动力年龄偏高的地 区，正面临前所未有的年龄结构压力。 对于这些城市，过去"抢人大战"中落户门槛、购房补贴、就业大礼包等优惠政策，已经不是治本之策。 它们正以新的战略进行一场系统性的人才生态重塑，从东北平原到西南腹地，城市管理者们用一套组合 拳回应人才的需求。 劳动力人口平均年龄最高5省份，东北占三席 劳动力人口平均年龄最高的5个省份中，东北三省占据三席，它们共同面临体制转型与青年外流的双重 压力。 东北地区作为我国老工业基地，在计划经济时期积累了庞大的产业工人群体。随着 ...

Core Insights - The rivalry between DJI and its former employees who have founded new companies, particularly Tuo Zhu, has intensified, highlighting a battle for talent, technology, and market space [1][2][19] - DJI's investment in a 3D printing company, Smart Pie, has been perceived as a direct attack on Tuo Zhu, indicating a shift from value investment to competitive aggression [1][4][19] - The emergence of "DJI alumni" companies has created a competitive landscape where these startups are increasingly attracting talent away from DJI, posing a significant threat to its market dominance [13][14][16] Company Dynamics - DJI has historically been a breeding ground for talent, with many former employees establishing successful startups that often compete directly with DJI [8][9][13] - Tuo Zhu, founded by former DJI employee Tao Ye, has rapidly grown to capture a significant market share in the 3D printing sector, achieving approximately 60 billion RMB in revenue and a 29% market share by 2024 [11][19] - The competitive landscape has shifted, with candidates increasingly choosing Tuo Zhu over DJI, even when offered similar compensation, indicating a change in the perceived value of working for each company [4][13] Market Trends - The global drone market is experiencing stagnation, with growth rates around 5% in 2023 and a decline in consumer drone sales, which poses challenges for DJI's traditional business model [16][17] - DJI is diversifying its product offerings into new areas such as robotic vacuums, panoramic cameras, and outdoor power supplies, as it seeks to find new growth avenues amidst a saturated market [17][18] - The rise of "DJI alumni" companies is creating a closed loop of talent migration, where former employees leverage their DJI experience to attract investment and build competitive startups [14][15]

Core Insights - The movement of top talents from Procter & Gamble (P&G) and L'Oréal serves as a barometer for changes in the beauty industry landscape [1][4] - L'Oréal has experienced significant internal executive turnover, with over ten changes since 2025, which is nearly three times that of P&G [1][4] - Former L'Oréal executives tend to pursue more stable career paths, often taking on key management roles in other multinational or leading domestic beauty companies [4][12] Group 1 - The trend shows that L'Oréal executives are more suited for corporate roles, while P&G alumni are more inclined to start their own businesses [4][12] - The beauty industry faces challenges in brand development and internationalization, making L'Oréal-trained executives valuable assets for companies seeking to navigate these complexities [6][36] - Recent appointments of former L'Oréal executives in domestic beauty companies like Perlay and Betaini highlight the ongoing trend of talent migration [8][10] Group 2 - The executive rotation mechanism at L'Oréal fosters a diverse skill set among its leaders, preparing them for high-level decision-making roles [18][22] - L'Oréal's systematic approach to talent development emphasizes cross-functional and cross-regional experiences, which enhances the adaptability of its executives [22][23] - The influx of L'Oréal executives into competitor companies is reshaping the power dynamics within the global beauty industry [17][36] Group 3 - Women hold a significant proportion of leadership roles within L'Oréal, with 58% of board members and 54% of leaders being female, reflecting a broader trend in the beauty industry [33][34] - The competition for top talent in the beauty sector is intensifying, with companies like Estée Lauder and Johnson & Johnson actively recruiting from L'Oréal [34][35] - The strategic hiring of L'Oréal executives by companies like Perlay and Kering underscores the demand for their expertise in brand management and global operations [36][37]

Core Viewpoint - The founder of Tuozhu Technology, Tao Ye, expressed concerns about talent loss to competitors, particularly in the context of a recent investment by his former employer in a 3D printing company, indicating a shift in competitive dynamics within the industry [1][3][4]. Group 1: Talent Competition - Tao Ye believes that the recent investment by the former employer is largely due to talent migration, which has become a significant issue for the company [1][3]. - He noted that the competitive landscape has changed, with candidates increasingly choosing Tuozhu over the former employer, which may have prompted a reaction from the latter [1][4]. - The founder emphasized that the competition for talent is critical in the tech industry, and the loss of employees could indicate deeper issues within the former employer [5][6]. Group 2: Industry Preparedness - Tuozhu Technology has been preparing for increased competition in the 3D printing sector for the past five years, anticipating a more intense competitive environment by the end of 2023 [2][7]. - The company secured funding at the end of 2022, despite not being in immediate need of capital, as a proactive measure against future challenges [2][7]. - Tao Ye expressed confidence in Tuozhu's product capabilities, asserting that the industry ultimately relies on product quality, which the company believes it can deliver [2][7]. Group 3: Market Dynamics - The founder pointed out that the current market conditions have led to a fear of missing out (FOMO) among investors, which has resulted in high valuations for projects associated with the former employer [4][5]. - He suggested that the former employer's strategy appears to be more about aggressive competition rather than value investment, as indicated by their choice of investment targets [4][5]. - The competitive pressure is expected to increase as more players enter the market, making it essential for companies to focus on product development and innovation [2][7].