2007-8-27 27 HRST Development in China Mu Rongping Institute of Policy and Management Chinese Academy of Sciences
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
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
1. Quantity/quality of HRST China
1. Quantity/quality of HRST
1. Quantity/quality of HRST number of S&Es per 100 million USD GDP 120 100 80 60 40 20 0 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)
1. Quantity/quality of HRST 700 600 500 Resident Invention Patent Applications per 103 Researchers in R&D in 2004 400 300 200 100 0 USA Austria Belgium Canada China Denmark Finland France Germany Italy Japan Netherlands R.Korea Singapore Sweden Switzerland United kingdom
1. Quantity/quality of HRST 120 100 80 PCT patent applications per thousand researchers in R&D in 2004 60 40 20 0 USA Austria Belgium Canada China Denmark Finland France Germany Italy Japan Netherlands R.Korea Singapore Sweden Switzerland United kingdom
1. Quantity/quality of HRST
1. Quantity/quality of HRST
1. Quantity/quality of HRST 400 350 300 250 200 150 100 50 0 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
1. Quantity/quality of HRST
2. Allocation of HRST in China The distribution of China s R&D personnel and S&E has experienced tremendous changes, particularly since 1998. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2000 2001 2002 2003 2004 2005 others* enterprises higher education research institutes R&D personnel by sector of performance (2000-2005)
2. Allocation of HRST in China There is a rapid growth of R&D personnel in experimental development in China since 1998.
2. Allocation of HRST in China
2. Allocation of HRST in China
3. Education for HRST Development
3. Education for HRST Development
3. Education for HRST Development
3. Education for HRST Development
3. Education for HRST Development
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 500-600 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.
Flow of Oversea Chinese Students into China Thousand persons 140 120 100 80 60 40 20 0 20.4 5.8 20.9 6.6 22.4 7.1 17.6 7.4 23.7 overseas Chinese students returned students % return/abroad 7.7 39.0 9.1 84.0 12.2 125.2 17.9 117.3 20.2 114.7 24.7 118.5 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 35.0 45 40 35 30 25 20 15 10 5 0 Overseas Chinese Students and Returned Students (1994-2005)
Flow of Oversea Students into China
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..
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.
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
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.
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