"We attach too much importance to attracting talent and take too little notice of their performance after arriving."
The introduction of talent must be based on usefulness or it is a failed investment, he said.
A detailed performance evaluation system is vital to the future of China's overseas talent workforce, Gui said.
Wu Jiang, director of the Chinese Academy of Personnel Science, suggested introducing a third party for evaluation and to ensure fairness and objectivity.
He conceded that in Western countries most of the evaluation expenses were paid for with social donations, while in China some of the support for evaluations comes from the government, making it more difficult for the system to be independent.
To attract more overseas talent, many governments even provide services to the companies that the professionals work for, such as helping them deal with other government departments.
Wang Zhen, deputy director of the Shanghai Academy of Social Sciences, said the government, as the main body for introducing overseas talent, has done too much, which hinders the role of the market.
"For the first few years, talent introduction programs needed the full support of the government. However, when the work is on the right track, it's time for the government to withdraw," he said.
With pressure from an aging population and a low employment rate among college graduates, cultivating China's own talent to work for the country is another topic worthy of discussion.
"We should combine the task of introducing overseas talent with the work of cultivating our own international talent," Gui said. "To have our own talent to support the country's development should be a long-term tactic."
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