转自：中国科学报 9月10日，教师节午后，阳光洒进中国科学院上海应用物理研究所（以下简称上海应物所）原所长徐洪 杰的办公室。70岁的徐洪杰正和学生们合影。他执意让两位"得意门生"邹杨、杨群夫妇一左一右坐在自 己身边。快门按下的那一刻，老人笑得像个慈祥的父亲。 杨群告诉《中国科学报》，那天，"徐老师特别高兴"。 4天后，这位将毕生心血倾注于两大国家重器——"上海光源"和钍基熔盐堆的战略科学家，在家中溘然 长逝。 "我做到80岁，就不管你们了。再过10年，'80后''90后'成长起来，完全可以挑大梁了。"徐洪杰虽未等 到80岁亲自交棒的那一天，但由他培养的新一代青年科学家已如春苗拔节，在重大科技攻关任务的土壤 中扎根、生长。 后接回忆，徐洪杰还常派研究生对接外国专家，并让年轻人旁听重大项目评审会，目睹"高手过招"，哪 怕不能完全听懂，也能直观感受专家"大拿"们怎么思考问题、怎么作报告。 培养：敢给年轻人"压担子" "敢给年轻人'压担子'。打了胜仗，自然就成长。"上海应物所研究员、钍基核能物理中心主任邹杨回 忆，徐洪杰培养人才的核心"心法"，就是放手将年轻人推向重大攻关的最前线，在攻克看似"不可能"的 任务中成长。 ...

今年牡丹盛开的时节，我到山东菏泽赏花。经过成武县时，当地朋友为我讲了许多成武的传统风俗、名 胜景点与历史名人。朋友说，成武是"伯乐故里"。我说，伯乐不是在秦国吗？朋友笑着说，伯乐本名孙 阳，字子良，是春秋郜国人，也就是今天的山东成武。孙阳虽然老家在此，但向往"诗与远方"，像韩国 公子韩非和楚国人李斯等人一样，跑到秦国做了"秦漂"。 朋友说，由于唐代大文豪韩愈的《马说》称赞"千里马常有，而伯乐不常有"，使得伯乐大名传颂千载， 家喻户晓。我说，韩愈之前的汉代韩婴《韩诗外传》也讲过"使骥不得伯乐，安得千里之足"。今天说伯 乐和千里马，大多是对人才的一种比喻。诚如《马说》所谓，千里马"虽有千里之能，食不饱，力不 足，才美不外见，且欲与常马等不可得，安求其能千里也"。正是因为有了伯乐，发现千里马、赏识千 里马、呵护千里马、培养千里马，千里马才会"才美外见"，奔腾驰骋，为社会作出杰出贡献。伯乐是千 里马从初具潜能到才能实现的转化器，这也正是伯乐在悠久历史乃至现实社会中的价值所在。 当然，我说的"常在"的伯乐，不仅指能够拔擢"日行千里，夜走八百"的千里马之人，也包括能发现并培 养日行六七百里的良马之人。曾听某报社一位朋友讲 ...

Core Viewpoint - The article emphasizes the importance of political training and military readiness in achieving the goal of building a strong military by the centenary of the People's Army, highlighting the need for a focus on combat effectiveness and addressing ideological issues within the ranks [1][2][4][17] Group 1: Historical Context and Lessons - Historical instances show that military decline often begins with ideological complacency, leading to a loss of combat effectiveness [3][4] - The article references the decline of historical military forces due to a lack of preparedness and a shift towards a peacetime mentality, underscoring the need for a warrior spirit [3][4] Group 2: Current Military Focus - The current military strategy is centered on enhancing combat readiness and ensuring that all efforts are directed towards preparing for potential conflicts [2][4][11] - The leadership has called for a rigorous approach to training that reflects real combat scenarios, moving away from superficial practices [11][12][13] Group 3: Talent Management - The selection and utilization of military personnel are critical for ensuring combat readiness, with an emphasis on identifying and promoting capable leaders [5][6][7] - The military is focusing on cultivating high-quality, professional talent to meet the demands of modern warfare [6][7] Group 4: Organizational Strength - The establishment of strong party organizations within the military is highlighted as essential for maintaining unity and effectiveness [9][10] - Continuous improvement in the leadership and organizational capabilities of military units is necessary to adapt to changing combat environments [10][14] Group 5: Discipline and Conduct - Strict discipline is portrayed as a fundamental source of military strength, with historical examples illustrating its importance in achieving victory [14][15] - The article stresses the need for a culture of accountability and adherence to regulations to maintain operational effectiveness [15][16] Group 6: Future Outlook - The article concludes with a call to action for the military to remain vigilant and prepared, emphasizing that achieving the centenary goals requires sustained effort and commitment to combat readiness [17]

Group 1 - The total number of applicants for the 2026 National Examination reached 3,515,251, an increase of nearly 260,000 compared to the previous year, setting a new historical high [1] - The number of positions available for the 2026 National Examination is 38,119, which is a decrease of 1,602 from the previous year, yet this did not deter applicants [1] - The average competition ratio for the examination stands at 92:1, with 3,207,060 candidates passing the initial review [1] Group 2 - The most competitive position is for the "Level 1 Police Officer and below at the National Immigration Administration's Ruili Repatriation Center," which has attracted 7,591 applicants for just one available position [2] - Guangdong Province leads in the number of applicants, with 329,587 registrations, making it the only region to exceed 300,000 applicants [2] - Beijing has the highest competition ratio at 165.53:1, indicating a strong demand for positions in the capital [2]

Core Insights - The article emphasizes the importance of talent selection and attraction methods as articulated by Zhang Yiming, highlighting that competition among nations and companies fundamentally revolves around talent [2] Group 1: Key Qualities of Senior Talent - Zhang Yiming identifies five essential qualities for selecting senior talent: rationality, logic, cultivation, ambition, and self-control [2][8] - Rationality is crucial for senior talent as it ensures that executives remain focused on corporate goals without being swayed by emotions or trivial matters [3] - Logic is necessary for effective problem-solving and decision-making, allowing leaders to approach issues pragmatically rather than emotionally [5] - Cultivation refers to the proper attitude in dealing with others, which is vital for setting a positive example within the organization [7] - Ambition drives individuals to strive for success and contribute significantly to the organization, with a strong desire to achieve goals [10][11] - Self-control is essential for maintaining focus on objectives and making rational decisions rather than being led by emotions [12] Group 2: Principles for Attracting Talent - Zhang Yiming's 16-character motto for attracting talent includes short-term rewards, long-term rewards, personal growth, and spiritual life [13][14] - Short-term rewards are critical, as competitive salaries can attract high-quality talent, emphasizing the importance of offering above-market compensation [21][20] - Long-term rewards have evolved in Zhang's philosophy, shifting from stock options to significant year-end bonuses to ensure continued motivation and retention of talent [26][27] - Personal growth is facilitated through frameworks like OKR, which encourages employees to set strategic goals and expand their capabilities [28][29] - Spiritual life is enhanced by creating a positive work environment, fostering collaboration among like-minded individuals, and allowing for a balance between structure and flexibility [32][33]

Core Insights - Zhang Yiming, the founder of ByteDance, re-emerged in public on October 9, 2023, at the unveiling of the Xuhui Zhichun Innovation Center in Shanghai, which he co-founded with Professor Yu Yong from Shanghai Jiao Tong University. The center focuses on cutting-edge computer and AI technology innovation, open-source tools, algorithm development, and nurturing top innovative talent [2][3]. Talent Philosophy - Zhang emphasizes the importance of talent recruitment and development, noting that many individuals' potential remains untapped. He likens this to the overfitting phenomenon in machine learning, where individuals may excel in specific skills but struggle with innovation tasks [2][3]. - The innovation center aims to cultivate young talents who are active thinkers, passionate, resilient, and capable of independent thought while maintaining a long-term perspective [2]. Key Qualities for Senior Talent - Zhang identifies five essential qualities for selecting senior talent: rationality, logic, cultivation, ambition, and self-control [5][21]. - **Rationality**: Senior talent must be goal-oriented and able to manage emotions to achieve corporate objectives [8]. - **Logic**: Effective problem-solving and a practical approach are crucial for high-level management [11]. - **Cultivation**: A leader's demeanor and ability to handle dissent constructively are vital for setting a positive example [14]. - **Ambition**: A strong drive for success and resilience is necessary for achieving organizational goals [15][18]. - **Self-Control**: The ability to manage one's emotions and make rational decisions is essential for long-term success [20]. Attracting Talent - Zhang outlines a 16-character principle for attracting talent, which includes short-term rewards, long-term rewards, personal growth, and spiritual life [22][24]. - **Short-term Rewards**: Competitive salaries are crucial for attracting high-quality talent, as underpaying can lead to a mismatch in expectations [27][31]. - **Long-term Rewards**: Initially focused on stock options, Zhang later emphasized the importance of substantial year-end bonuses to retain talent as the company grew [32][36]. - **Personal Growth**: Implementing OKR (Objectives and Key Results) allows employees to expand their capabilities and make informed decisions [38]. - **Spiritual Life**: A positive work environment, meaningful contributions, and a supportive culture are essential for employee satisfaction [40]. Conclusion - Zhang Yiming's talent philosophy reflects a deep understanding of growth and the importance of nurturing high-quality talent. His insights suggest that the best resources will always flow to optimal configurations, highlighting the scarcity of exceptional talent in the industry [42].

Core Viewpoint - Jiangsu Zhongyan Industrial Co., Ltd. Xuzhou Cigarette Factory emphasizes the importance of talent as the primary resource, implementing a comprehensive talent development strategy aligned with the "14th Five-Year Plan" to foster both individual and corporate growth [1][5]. Talent Selection - The factory has established a fair selection mechanism that prioritizes ability and performance, breaking down barriers related to identity and hierarchy to create a transparent talent pool [1][4]. - The selection process for management positions adheres to principles of openness, equality, competition, and meritocracy, utilizing a third-party evaluation system to ensure fairness [1][4]. Talent Management - The factory focuses on retaining talent through a management system that emphasizes respect and recognition, creating an environment where employees feel secure and valued [2][5]. - A dynamic management mechanism allows for flexible career progression, enabling employees to move vertically and horizontally within the organization [4][5]. Talent Development - A multi-layered talent cultivation system is in place, aimed at aligning employee skills with organizational needs, ensuring that every employee has a clear path for growth [5][6]. - New employees undergo a dual-track training program that includes mentorship and pre-job training to facilitate a smooth transition into their roles [7]. Innovation and Growth - The factory promotes an innovative culture by encouraging participation in technology projects and providing platforms for employees to experiment and learn from failures [7]. - The focus on digital transformation and innovation is supported by various initiatives, including workshops and collaborative projects, to enhance employee skills and drive technological advancements [6][7].

Core Viewpoint - The recent announcement of Dong Mingzhu stepping down as president of Gree Electric Appliances while retaining the chairman position has sparked public debate regarding her leadership style and the company's future in the "post-Dong Mingzhu era" [1][5]. Group 1: Leadership Transition - Dong Mingzhu has served as president for 24 years and will be over 74 years old when her next term as chairman begins, which is unusual for corporate leaders in China [5]. - The transition raises concerns about the lack of a clear successor and the potential stagnation of talent within Gree Electric, suggesting a possible dependency on Dong's leadership [8][16]. Group 2: Controversial Statements - Dong's comments on not hiring overseas returnees and suggesting restrictions on stock sales by executives have drawn significant criticism, with accusations of employment discrimination and a call for public accountability [12][16]. - Her proposal to prevent executives from selling stocks during their tenure has been viewed positively, reflecting a sense of responsibility and commitment to corporate governance [8][12]. Group 3: Corporate Governance - The long-standing "chairman-president integration" model at Gree has led to a governance structure heavily reliant on Dong's authority, raising questions about the effectiveness of future leadership under this model [16]. - The absence of a clear succession plan and the reliance on personal authority rather than institutional frameworks may hinder Gree's long-term sustainability and adaptability [16].