美国高端智库的政策专家储备及其人才吸引机制研究——以兰德公司为例
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摘要
[目的/意义]对兰德公司现职政策专家的履历和人才吸引机制进行调研分析,揭示其科技人才储备特征和人才发展办法,为我国加强中国特色新型智库建设,引进和培养高层次人才提供参考与借鉴。[方法/过程]以美国兰德公司的政策专家履历、年度报告、帕蒂兰德研究生院院长报告以及官方网站的其他公开信息为研究素材,运用共现分析法和社会网络分析法对兰德公司现职政策专家的人才特征进行定量分析,并通过内容分析法洞察其在人才吸纳和培养方面的具体机制和举措。[结果/结论]兰德公司的政策专家储备多元平衡,来自士政商多种渠道,且大多具有多学科背景,注重定量研究。兰德公司的人才吸引机制由科学的选用、奖励、评价和培养机制共同构成。我国智库应注重灵活聘用人才并满足人才的多层次需要。
[Purpose/Significance]This paper is to investigate the CVs of RAND's elites and analyze the talents attraction mechanism of RAND, reveal the elite group's structure and the characteristic method of talent development. The results will be useful for strengthening the construction of new types of think tanks with Chinese characteristics and it can provide reference for China to introduce and cultivate high-level talents.[Method/Process]Using the RAND's policy experts' resumes, annual reports, the report of the dean of Pardee RAND Graduate School, and other public information on the official website, it quantitatively analyzed the characteristics of RAND's in-service policy experts by using co-occurrence analysis and social network analysis method, and explored its specific mechanisms and initiatives in talent acquisition and development through content analysis.[Result/Conclusion]The study find that the policy experts pool of RAND is multiple and balanced, full of the used-to-be politicians, scholars, students or businessmen, and most of them have a multidisciplinary background, and quantitative research is their focus. The talent attraction mechanism of RAND Corporation consists of scientific selection, reward, evaluation and training mechanisms. Chinese think tanks should focus on flexible employment of talents and meet the multi-level needs of talents.
[Purpose/Significance]This paper is to investigate the CVs of RAND's elites and analyze the talents attraction mechanism of RAND, reveal the elite group's structure and the characteristic method of talent development. The results will be useful for strengthening the construction of new types of think tanks with Chinese characteristics and it can provide reference for China to introduce and cultivate high-level talents.[Method/Process]Using the RAND's policy experts' resumes, annual reports, the report of the dean of Pardee RAND Graduate School, and other public information on the official website, it quantitatively analyzed the characteristics of RAND's in-service policy experts by using co-occurrence analysis and social network analysis method, and explored its specific mechanisms and initiatives in talent acquisition and development through content analysis.[Result/Conclusion]The study find that the policy experts pool of RAND is multiple and balanced, full of the used-to-be politicians, scholars, students or businessmen, and most of them have a multidisciplinary background, and quantitative research is their focus. The talent attraction mechanism of RAND Corporation consists of scientific selection, reward, evaluation and training mechanisms. Chinese think tanks should focus on flexible employment of talents and meet the multi-level needs of talents.
引文
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[17] 王继承, 冯巍.合格的政策分析家是怎样炼成的——兰德公司的人力资源管理[J].中国发展观察, 2012 (9) :22-27.
[18] 宋鹭, 梁坤.兰德研究生院的运行机制及其对中国智库建设的启示[J].智库理论与实践, 2017, 2(5) :50-58.
[19] 程莉, 吴广印, 王鑫.科技情报机构的发展模式研究——基于兰德公司与国内情报院所的对比分析[J].情报杂志, 2014,33 (5) :13-18.
[20] 张新培, 赵文华.谁在为著名高校智库工作——基于人员任职经历的结构化网络分析[J]. 清华大学教育研究, 2014, 35(6): 59-65.
[21] 赵蓉英, 郭凤娇,邱均平.美国兰德公司发展及对中国智库建设的启示[J].重庆大学学报(社会科学版), 2016, 22(2): 125-131.
[22] 赵勇, 崔晓彤, 高思嘉.我国卓越高校智库的人才结构、聚焦主题与传播渠道[J].情报杂志, 2017, 36(4): 54-60.
[23] 卫垌圻,鲁晶晶,谭宗颖.应用科研履历数据的情报研究进展[J].图书情报工作,2015,59(7):140-146.
[24] 王辉,彭倩.美国智库人才创新机制及其启示[J].决策探索,2018, 1(上):69-70.
[25] 王莉丽.美国智库的“旋转门”机制[J]. 国际问题研究, 2010(2): 13-18.
[26] 兰德研究生院2015年年度院长报告[R].美国:兰德公司,2015.
[27] Awardsavailable from PARDEE RAND [EB/OL].[2018-06-23].https://www.prgs.edu/admissions/funding-your-phd/dissertation-awards.html.
[28] The RAND blog[EB/OL].[2018-06-23].https://www.rand.org/blog/2015/11/harold-and-colene-brown-endow-faculty-chair-at-pardee.html.
[29] RAND'sstandards for high-quality research and analysis [EB/OL].[2018-06-23].https://www.rand.org/about/standards/standards_high.html.
[30] Hallmarks ofoutstanding research and analysis [EB/OL].[2018-06-23].https://www.rand.org/about/standards/standards_outstanding.html.
[31] Internships andfellowships [EB/OL].[2018-06-23].https://www.rand.org/about/edu_op.html.
[32] Methodscenters at PARDEE RAND [EB/OL].[2018-06-23].https://www.prgs.edu/research/methods-centers.html.
[33] RANDcollege recruiting [EB/OL].[2018-06-23].https://www.rand.org/jobs/recruiting.html.
[34] Academics anddegree program [EB/OL].[2018-06-23].https://www.prgs.edu/degree-program.html.
[2] 张志新.美国兰德公司的人才战略[J]. 国际资料信息, 2010(10): 40-43.
[3] RAND at aglance [EB/OL].[2018-06-06].http://www.rand.org/about/glance.html.
[4] 王铮.美国兰德公司的运营特点与发展态势[J].智库理论与实践,2016,1(1):81-89.
[5] Bruce L.R. Smith. The RAND corporation: Case study of a nonprofit advisory corporation [M]. Cambridge, MA: Harvard University Press, 1966.
[6] Fred M Kaplan. Thewizards of armageddon [M]. California: Stanford University Press, 1983.
[7] GreggHerken. Counsels of war [M]. Oxford: Oxford University Press, 1987.
[8] David RJardini. Out of the blue yonder: The RAND corporation's diversification into social welfare research, 1946-1968 [D]. Carnegie Mellon University, 1996.
[9] Mirowski P. Machine dreams: Economics becomes a cyborg science [M]. Cambridge: Cambridge University Press, 2002.
[10] James Allen Smith. Theidea brokers: Think tanks and the rise of the new policy elite [M]. New York: The Free Press, 1991.
[11] Digby J. Early RAND: Personalities and projects as recalled in the alumni bulletin [R]. RAND Paper P-8055, RAND Corporation, Santa Monica, CA, 2001.
[12] Rescher, Nicholas. Logicians at RAND [A]. In studies in 20th century philosophy [M]. Frankfurt: ONTOS, 2005.
[13] Rescher, Nicholas. Early RAND as a talent incubator: An extraordinary experiment [J]. Independent Review, 2018, 22 (3): 417-427.
[14] Jim Warren.The RAND graduate institute [J]. Educational Researcher, 1975, 11(4): 68-72.
[15] 闫俊,郭正玉.美国兰德公司70年发展启示[J].航空兵器, 2017(6): 13-17.
[16] 庞娅莉.全球超级智库之一:美国兰德公司[J].国际太空, 2016(11): 59-65.
[17] 王继承, 冯巍.合格的政策分析家是怎样炼成的——兰德公司的人力资源管理[J].中国发展观察, 2012 (9) :22-27.
[18] 宋鹭, 梁坤.兰德研究生院的运行机制及其对中国智库建设的启示[J].智库理论与实践, 2017, 2(5) :50-58.
[19] 程莉, 吴广印, 王鑫.科技情报机构的发展模式研究——基于兰德公司与国内情报院所的对比分析[J].情报杂志, 2014,33 (5) :13-18.
[20] 张新培, 赵文华.谁在为著名高校智库工作——基于人员任职经历的结构化网络分析[J]. 清华大学教育研究, 2014, 35(6): 59-65.
[21] 赵蓉英, 郭凤娇,邱均平.美国兰德公司发展及对中国智库建设的启示[J].重庆大学学报(社会科学版), 2016, 22(2): 125-131.
[22] 赵勇, 崔晓彤, 高思嘉.我国卓越高校智库的人才结构、聚焦主题与传播渠道[J].情报杂志, 2017, 36(4): 54-60.
[23] 卫垌圻,鲁晶晶,谭宗颖.应用科研履历数据的情报研究进展[J].图书情报工作,2015,59(7):140-146.
[24] 王辉,彭倩.美国智库人才创新机制及其启示[J].决策探索,2018, 1(上):69-70.
[25] 王莉丽.美国智库的“旋转门”机制[J]. 国际问题研究, 2010(2): 13-18.
[26] 兰德研究生院2015年年度院长报告[R].美国:兰德公司,2015.
[27] Awardsavailable from PARDEE RAND [EB/OL].[2018-06-23].https://www.prgs.edu/admissions/funding-your-phd/dissertation-awards.html.
[28] The RAND blog[EB/OL].[2018-06-23].https://www.rand.org/blog/2015/11/harold-and-colene-brown-endow-faculty-chair-at-pardee.html.
[29] RAND'sstandards for high-quality research and analysis [EB/OL].[2018-06-23].https://www.rand.org/about/standards/standards_high.html.
[30] Hallmarks ofoutstanding research and analysis [EB/OL].[2018-06-23].https://www.rand.org/about/standards/standards_outstanding.html.
[31] Internships andfellowships [EB/OL].[2018-06-23].https://www.rand.org/about/edu_op.html.
[32] Methodscenters at PARDEE RAND [EB/OL].[2018-06-23].https://www.prgs.edu/research/methods-centers.html.
[33] RANDcollege recruiting [EB/OL].[2018-06-23].https://www.rand.org/jobs/recruiting.html.
[34] Academics anddegree program [EB/OL].[2018-06-23].https://www.prgs.edu/degree-program.html.