Recently, affected by the US restrictions on Huawei's high-end chips, the market's attention to chip innovation and entrepreneurial talents has increased significantly.
According to a data disclosed by Tianyancha not long ago, the number of demand for integrated circuit companies in the second quarter of this year was about 2.6 times the number of applicants, and the demand for chip design talents has expanded significantly; "White Paper on Talents in China's Integrated Circuit Industry (2018-2019) 》It is also estimated that by 2021, the demand for talents in the whole industry will be about 720,000.
Obviously, the talent gap in this field is not small.
The shortage of chip talents is due to the high technical difficulty, high barriers and long cycles involved in the chip industry. In order to make a difference, it requires not only professional basic theories, but also systematic and cutting-edge technical research and research and development to ensure close cooperation. Source supply of independent innovation achievements.
For example, a master's degree in chip-related majors, through their own efforts to become a unique technology "big master", at least seven or eight successful mass production of chips, which lasted 10 to 15 years.
The long-term training model has led to a small stock of talents in this industry.
On the other hand, due to the threat of supply cutoffs in the United States and strong demand for product differentiation, the chip industry continues to rise in popularity, and the shortage of talents is particularly prominent, which further triggers high prices under the scarcity of talents.
At present, the salary quotations for short-selling positions such as lithography machine manufacturing have risen by 50% or more, but it is still difficult to find qualified candidates who meet the application requirements.
If you want to solve the problem of the chip talent gap, you must not act too hastily, but also pay attention to methods and methods.
On the one hand, under the condition of fully grasping the market demand, it is necessary to introduce the backbone and senior management of the R&D team of mature large companies, and try to cultivate its own team through the form of "passing and guiding" talents in the process of enterprise project operation.
This form will effectively improve the technical level and management cognition of the enterprise, and imperceptibly promote the overall optimization of human resources.
On the other hand, chip companies should try more to cooperate with institutions of higher learning, scientific research institutes and other units to jointly cultivate technical talents through self-sponsored education, joint education, and industry-university integration.
At present, in the design field, the contradiction between the supply and demand of analog chip design talents is more prominent; in the manufacturing field, due to the weak base, there is a relatively lack of senior management talents with both international vision and knowledge of the industrial chain, as well as EDA software development and lithography machine manufacturing. And other cutting-edge technology research and development personnel.
Therefore, we may wish to establish a production-university-research integration model, and regularly exchange technology and management experience with international leading peers, strengthen training and cooperation, absorb global cutting-edge technologies, and achieve the simultaneous development of talents and technology.
Samsung, a global leader in memory chips, established an internal university accredited by the Korean government in 1989 to provide 4-year undergraduate education to train semiconductor talents. It also established the Semiconductor Research Institute in cooperation with Sungkyunkwan University in South Korea. As of last year, it has trained many Masters and doctors.
In addition, Huawei's senior managers recently visited Fudan University, Nanjing University and other universities, and they are also trying to integrate an effective path of production, education, research, and talent cultivation, which provides inspiration for similar companies in my country.
In the final analysis, although the training of chip talents is time-critical and task-heavy, it must also focus on the combination of long-term and short-term goals. In the short term, you can rely on the introduction of talents to alleviate urgent needs, and in the long run you have to cultivate professional talents by yourself.
But no matter what, the chip talent team building cannot be accomplished overnight.
We need to accumulate some time for talents and technologies in the industry to lay a solid foundation for the development of the chip industry.
Liang Jianxiao