HRST Development in China. Mu Rongping Institute of Policy and Management Chinese Academy of Sciences
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1 HRST Development in China Mu Rongping Institute of Policy and Management Chinese Academy of Sciences
2 Outline I. Introduction II. Demands for HRST in China 1. Quantity/Quality of HRST in China 2. Allocation of HRST in China 3. Education for HRST Development 4. Mobility of HRST in China III. Policies for HRST Development 1. Issues about HRST Development and Mobility 2. Policy Implication for HRST Development
3 I. Introduction 1. Innovation-driven Country --Quantity/Quality of HRST --Capacity for Science, Technology, Innovation 2. Harmonized Society --Cost of HRST and Gap with other Employees 3. Philosophy for Scientific Development --Adjustment of Industry Structure --Decrease of Resource (L/W/E/O) Consumption
4 1. Quantity/quality of HRST China
5 1. Quantity/quality of HRST
6 1. Quantity/quality of HRST number of S&Es per 100 million USD GDP U.S.A. Innovation is important driven-force for economic development. S&E is the key to innovation. However, S&E per GDP in China is about 4.5 times of that in the US and 3 times of that in Japan. England Germany Japan Switzerland Sweden Canada Denmark France Country Austria Belgium Australia Italy Average South Korea China scientists & engineers to GDP (2003 ppp,persons/100 million US dollar) scientists & engineers to GDP (exchange rate,persons/100 million US dollar)
7 1. Quantity/quality of HRST Resident Invention Patent Applications per 103 Researchers in R&D in USA Austria Belgium Canada China Denmark Finland France Germany Italy Japan Netherlands R.Korea Singapore Sweden Switzerland United kingdom
8 1. Quantity/quality of HRST PCT patent applications per thousand researchers in R&D in USA Austria Belgium Canada China Denmark Finland France Germany Italy Japan Netherlands R.Korea Singapore Sweden Switzerland United kingdom
9 1. Quantity/quality of HRST
10 1. Quantity/quality of HRST
11 1. Quantity/quality of HRST USA Austria Belgium Canada China Denmark Finland France Germany Italy Japan Netherlands R.Korea Singapore Sweden Switzerland United kingdom S&T Journal Articles per thousand researchers in R&D in 2004
12 1. Quantity/quality of HRST
13 2. Allocation of HRST in China The distribution of China s R&D personnel and S&E has experienced tremendous changes, particularly since % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% others* enterprises higher education research institutes R&D personnel by sector of performance ( )
14 2. Allocation of HRST in China There is a rapid growth of R&D personnel in experimental development in China since 1998.
15 2. Allocation of HRST in China
16 2. Allocation of HRST in China
17 3. Education for HRST Development
18 3. Education for HRST Development
19 3. Education for HRST Development
20 3. Education for HRST Development
21 3. Education for HRST Development
22 4. Mobility of HRST in China (1) The flow of oversea talents tends to be increasingly reasonable in China There is a great success in attracting oversea talents to serve China since late 1990s. According to Administration for foreign expert affairs, there were oversea talents flowing to China annually in 1970s, and 60 thousand in 1990s. After access to WTO, there were more than 220 thousands oversea talents flowing to China annually.
23 Flow of Oversea Chinese Students into China Thousand persons overseas Chinese students returned students % return/abroad Overseas Chinese Students and Returned Students ( )
24 Flow of Oversea Students into China
25 4. Mobility of HRST in China (2) The S&T talents tend to flow into large cities or developed regions, but not to less developed regions S&T personnel stampede into relatively developed metropolis and provinces such as Beijing, Shanghai, Shenzhen, and Guangdong, while inland cities especially western cities suffer scarcity of S&T talents. Usually, the first choice for graduates to seek job is to work for foreign companies and government, the second choice is to work for universities and research institutes, the third choice is to work for domestic enterprises (except monopolized enterprises), while SME and private enterprises are the last choice..
26 III. Policies for HRST Development 1.Issues about HRST Development and Mobility (1) Lots of enterprises are not able to take the risk of innovation and invest lots of S&T personnel and capital in innovation, which to some extent limit the effective demands for HRST. (2) the capacity for technology innovation in enterprises is generally relative weak, which results in limited demands for HRST. (3) social status of staffs in enterprises is generally lower than that working for government and universities as well as research institutes, their economic status is much lower than that working for MNCs.
27 III. Policies for HRST Development 1.Issues about HRST Development and Mobility (4) The intensity of HRST is much lower than that of most other countries (5) The quality and structure of HRST are not able to meet the demands (6) The educational structure and training quality need further improvement
28 III. Policies for HRST Development 2. Policies for HRST Development China has issued lots of policies for accelerating the reasonable allocation of domestic HRST, reducing the imbalance among regions, and promoting HRST flow to enterprises. For example, the Guidelines of the 11th Five-Year Plan for National Economic and Social Development emphasizes to strengthen the talent building and HRST development in central and western regions, to encourage overseas Chinese students to work for China.
29 III. Policies for HRST Development 2. Policy Implications for HRST Development (1) To build up leading scientists and experts in innovation (2) To improve education system so as to train talents for innovation (3) To support enterprises to build up and attract talents (4) To attract oversea students and high-level talents (5) To encourage HRST to work in less developed regions (6) To build the innovation culture suitable talents development
30
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