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进入90年代,我们沈阳飞机工业(集团)公司面临 着职工队伍新老交替的高峰期,大批老职工离岗后,人才匮乏,尤其是高层次人才严重短缺的矛盾日益突出,加速高层次人才队伍建设,对于公司的科研生产发展显得十分重要。为此,公司在制定科研生产“九五”发展计划和实施凝聚力工程时,都突出强调了培养人才特别是培养高层次人才的重要作用,并纳入了保证公司科研生产发展的重大战略措施。为了快速、高质量地构筑一支适应公司发展需要的高层次人才队伍,我们在总结以往培训高层次人才经验教训的基础上,逐步模索形成了培养高层次人才队伍的“三
In the 1990s, our Shenyang Aircraft Industry (Group) Co., Ltd. was facing the peak of the old and new worker team. After the large number of old workers left the post, there was a shortage of talents, especially the serious shortage of high-level talents. Construction is very important for the company’s scientific research and development. For this reason, when formulating the “Ninth Five-Year Plan” for scientific research and production and implementing the cohesion project, the company highlighted the important role of cultivating talents, especially high-level talents, and incorporated major strategic measures to ensure the company’s scientific research and production development. In order to build a high-level talent team that meets the company’s development needs quickly and with high quality, based on the experience and lessons learned from previous training of high-level personnel, we gradually modeled and formed the “three” training high-level talent team.