{"id":3168,"date":"2013-07-08T19:15:58","date_gmt":"2013-07-08T12:15:58","guid":{"rendered":"http:\/\/science-technology.vn\/?p=3168"},"modified":"2013-07-08T19:15:58","modified_gmt":"2013-07-08T12:15:58","slug":"an-do-va-trung-quoc-2","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=3168","title":{"rendered":"\u1ea4n \u0110\u1ed9 v\u00e0 Trung Qu\u1ed1c"},"content":{"rendered":"<p><span style=\"font-size: 14px;\">\u0110\u00e2y l\u00e0 b\u00e0i t\u00f3m t\u1eaft v\u1ec1 nghi\u00ean c\u1ee9u n\u0103ng l\u1ef1c c\u1ee7a \u1ea4n \u0110\u1ed9 t\u1eeb Oxford.<\/span><\/p>\n<p><b><i>Ch\u1ee7 \u0111\u1ec1<\/i><\/b>: M\u1ed1i \u0111e do\u1ea1 hi\u1ec7n r\u00f5 v\u1ec1 thi\u1ebfu h\u1ee5t k\u0129 n\u0103ng trong khu v\u1ef1c CNTT, v\u00e0 c\u00e1c k\u1ebf ho\u1ea1ch c\u00f4ng ti \u0111\u1ec3 gi\u1ea3i quy\u1ebft n\u00f3.<\/p>\n<p><b><i>\u00dd ngh\u0129a<\/i><\/b>: T\u0103ng tr\u01b0\u1edfng khu v\u1ef1c d\u1ecbch v\u1ee5 c\u1ee7a \u1ea4n \u0110\u1ed9 \u0111ang b\u1ecb \u0111e do\u1ea1 b\u1edfi thi\u1ebfu h\u1ee5t lao \u0111\u1ed9ng c\u00f3 k\u0129 n\u0103ng cao, n\u1ea3y sinh t\u1eeb nh\u1eefng nh\u01b0\u1ee3c \u0111i\u1ec3m trong h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c. \u0110\u1ea7u t\u01b0 \u0111ang t\u1eb3ng l\u00ean v\u00e0o gi\u00e1o d\u1ee5c CNTT \u0111\u01b0\u1ee3c c\u00e1c c\u00f4ng ti ti\u1ebfn h\u00e0nh c\u00f3 th\u1ec3 ch\u1ec9 bao qu\u00e1t \u0111\u01b0\u1ee3c m\u1ed9t ph\u1ea7n cho \u0111e do\u1ea1 n\u00e0y.<\/p>\n<p><b><i>Ph\u00e2n t\u00edch<\/i><\/b>: C\u1ea3 ba c\u00f4ng ti ph\u1ea7n m\u1ec1m h\u00e0ng \u0111\u1ea7u c\u1ee7a \u1ea4n \u0110\u1ed9 \u0111\u1ec1u \u0111ang t\u00ecm ki\u1ebfm ph\u00e1t tri\u1ec3n c\u00e1c th\u1ec3 ch\u1ebf gi\u00e1o d\u1ee5c \u0111\u1ec3 l\u00e0m t\u0103ng s\u1ed1 c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng cao: Tata Consultancy Services (TCS), c\u00f4ng ti l\u1edbn nh\u1ea5t trong ba c\u00f4ng ti n\u00e0y, \u0111\u00e3 thi\u1ebft l\u1eadp m\u1ed9t vi\u1ec7n \u0111\u00e0o t\u1ea1o, m\u00e0 r\u1ea5t c\u00f3 th\u1ec3 c\u00f2n m\u1edf r\u1ed9ng n\u1eefa; Infosys \u0111ang l\u1eadp k\u1ebf ho\u1ea1ch thi\u1ebft l\u1eadp \u0111\u1ea1i h\u1ecdc CNTT ri\u00eang c\u1ee7a m\u00ecnh \u1edf Bangalore; v\u00e0 Wipro \u0111ang \u0111\u1ec1 ngh\u1ecb x\u00e2y d\u1ef1ng m\u1ed9t \u0111\u1ea1i h\u1ecdc \u0111\u00e0o t\u1ea1o CNTT \u1edf mi\u1ec1n Nam \u1ea4n \u0110\u1ed9.<\/p>\n<p>Nh\u1eefng \u0111\u1ea7u t\u01b0 n\u00e0y s\u1ebd n\u00e2ng chi ph\u00ed tuy\u1ec3n m\u1ed9 c\u1ee7a h\u1ecd l\u00ean. Tuy nhi\u00ean, v\u1edbi s\u1ef1 b\u00e0nh tr\u01b0\u1edbng nhanh ch\u00f3ng c\u1ee7a c\u00f4ng nghi\u1ec7p, gi\u00e1o d\u1ee5c CNTT l\u00e0 \u01b0u ti\u00ean then ch\u1ed1t khi vi\u1ec7c thi\u1ebfu hutjt k\u0129 n\u0103ng \u0111ang n\u1ed5i l\u00ean c\u00f3 th\u1ec3 \u0111e do\u1ea1n cho t\u0103ng tr\u01b0\u1edfng t\u01b0\u01a1ng lai. Qua su\u1ed1t th\u1eadp k\u1ec9 v\u1eeba qua, t\u1ec9 l\u1ec7 t\u0103ng tr\u01b0\u1edfng c\u1ee7a khu v\u1ef1c CNTT h\u00e0ng n\u0103m l\u00e0 20-30% \u0111\u00e3 l\u00e0m r\u1ed7ng \u0111\u1ed9i ng\u0169 t\u00e0i n\u0103ng hi\u1ec7n c\u00f3, t\u1ea1o ra thi\u1ebfu h\u1ee5t lao \u0111\u1ed9ng k\u0129 n\u0103ng cao v\u00e0 d\u1eabn t\u1edbi l\u01b0\u01a1ng t\u0103ng l\u00ean, \u0111\u1ed1i v\u1edbi k\u0129 s\u01b0 \u1ea4n \u0110\u1ed9, \u0111\u01b0\u1ee3c coi l\u00e0 ph\u1ea3i g\u1ea5p b\u1ed1n l\u00ean so v\u1edbi n\u0103m n\u0103m qua. M\u1eb7c cho xu h\u01b0\u1edbng n\u00e0y, l\u01b0\u01a1ng c\u1ee7a ng\u01b0\u1eddi \u1ea4n \u0110\u1ed9 v\u1eabn c\u00f2n c\u1ef1c k\u00ec c\u1ea1nh tranh khi so v\u1edbi M\u0129, m\u00e0 c\u00f4ng nh\u00e2n khu v\u1ef1c CNTT \u1ea4n \u0110\u1ed9 ki\u1ebfm trung b\u00ecnh 18,000 \u0111\u00f4 la m\u1ed9t n\u0103m so v\u1edbi 65,000 \u0111\u00f4 la cho nh\u00e2n vi\u00ean M\u0129. Tuy nhi\u00ean, trong nh\u1eefng n\u01b0\u1edbc c\u00f3 t\u00ednh c\u1ea1nh tranh h\u01a1n nh\u01b0 Singapore, l\u01b0\u01a1ng h\u00e0ng n\u0103m trung b\u00ecnh l\u00e0 25,000 \u0111\u00f4 la, v\u00e0 y\u1ebfu t\u1ed1 chi ph\u00ed &#8212; nh\u01b0 ch\u1ea5t l\u01b0\u1ee3ng k\u1ebft c\u1ea5u n\u1ec1n l\u00e0 thu\u1eadn l\u1ee3i h\u01a1n. S\u1ee9c \u00e9p chi ph\u00ed v\u00e0 vi\u1ec7c n\u1ed5i l\u00ean c\u1ee7a thi\u1ebfu h\u1ee5t k\u0129 n\u0103ng; g\u1ee3i \u00fd r\u1eb1ng c\u00f4ng nghi\u1ec7p CNTT \u1ea4n \u0110\u1ed9 \u0111ang b\u1ecb nguy c\u01a1 m\u1ea5t \u01b0u th\u1ebf c\u1ea1nh tranh hi\u1ec7n th\u1eddi.<\/p>\n<p>Vi\u1ec7c chuy\u1ec3n sang ph\u00e1t tri\u1ec3n c\u00e1c vi\u1ec7n \u0111\u00e0o t\u1ea1o t\u01b0 th\u1ee5c l\u00e0 k\u1ebft qu\u1ea3 c\u1ee7a th\u1ea5t b\u1ea1i c\u1ee7a h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c \u1ea4n \u0110\u1ed9 \u0111\u1ec3 t\u1ea1o ra c\u00f4ng nh\u00e2n CNTT c\u00f3 k\u0129 n\u0103ng cao. \u0110i\u1ec1u n\u00e0y x\u1ea3y ra m\u1eb7c cho s\u1ed1 l\u01b0\u1ee3ng l\u1edbn nh\u1eefng sinh vi\u00ean t\u1ed1t nghi\u1ec7p \u0111\u1ea1i h\u1ecdc. Trong m\u01b0\u1eddi l\u0103m n\u0103m qua, n\u01b0\u1edbc n\u00e0y \u0111\u00e3 ch\u1ee9ng ki\u1ebfn t\u0103ng tr\u01b0\u1edfng phi th\u01b0\u1eddng trong gi\u00e1o d\u1ee5c c\u1ee7a khu v\u1ef1c th\u1ee9 ba, v\u1edbi con s\u1ed1 c\u00e1c \u0111\u1ea1i h\u1ecdc t\u01b0 v\u00e0 c\u00f4ng cung c\u1ea5p ch\u1ea5t l\u01b0\u1ee3ng gi\u00e1o d\u1ee5c cao h\u01a1n n\u00e2ng t\u1eeb 5,000 t\u1edbi 12,000. Con s\u1ed1 c\u1ee7a sinh vi\u00ean k\u0129 ngh\u1ec7 \u0111\u00e3 m\u1edf r\u1ed9ng v\u1edbi t\u1ec9 l\u1ec7 h\u00e0ng n\u0103m 20%, v\u1edbi vi\u1ec7c \u1ea4n \u0110\u1ed9 t\u1ea1o ra 520,000 sinh vi\u00ean t\u1ed1t nghi\u1ec7p k\u0129 ngh\u1ec7 m\u1ed7i n\u0103m &#8212; con s\u1ed1 l\u1edbn th\u1ee9 hai tr\u00ean th\u1ebf gi\u1edbi.<\/p>\n<p>\u1ea4n \u0110\u1ed9 c\u00f3 m\u1ed9t s\u1ed1 nh\u1ecf c\u00e1c vi\u1ec7n c\u00f4ng ngh\u1ec7 v\u00e0 khoa h\u1ecdc \u0111\u01b0\u1ee3c \u0111i\u1ec1u khi\u1ec3n t\u1eadp trung, ri\u00eang bi\u1ec7t, c\u1ef1c k\u00ec c\u00f3 t\u00ednh c\u1ea1nh tranh v\u00e0 l\u00e0 n\u01a1i c\u00e1c chu\u1ea9n \u0111\u1ea7u v\u00e0o \u0111\u01b0\u1ee3c gi\u00e1m s\u00e1t ch\u1eb7t ch\u1ebd. Tuy nhi\u00ean, b\u00ean ngo\u00e0i nh\u1eefng vi\u1ec7n n\u00e0y \u0111\u00e3 c\u00f3 s\u1ef1 t\u0103ng tr\u01b0\u1edfng b\u1ea5t th\u1ea7n c\u1ee7a c\u00e1c \u0111\u1ea1i h\u1ecdc c\u00f4ng ngh\u1ec7 m\u1edbi \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed ho\u1eb7c b\u1edfi ch\u00ednh quy\u1ec1n bang ho\u1eb7c b\u1edfi khu v\u1ef1c t\u01b0 n\u01a1i c\u00e1c chu\u1ea9n k\u00e9m ch\u1eb7t ch\u1ebd h\u01a1n, v\u00e0 l\u00e0 n\u01a1i th\u00e0nh c\u00f4ng c\u1ee7a \u1ee9ng d\u1ee5ng c\u00f3 th\u1ec3 tu\u1ef3 thu\u1ed9c v\u00e0o s\u1ef1 s\u1eb5n l\u00f2ng c\u1ee7a c\u00e1c gia \u0111\u00ecnh \u0111\u1ec3 \u0111\u00f3ng ti\u1ec1n h\u1ecdc ph\u00ed c\u1eaft c\u1ed5, thay v\u00ec \u0111i\u1ec3m h\u00e0n l\u00e2m c\u1ee7a sinh vi\u00ean.<\/p>\n<p>T\u01b0\u01a1ng \u1ee9ng, s\u1ed1 sinh vi\u00ean t\u1ed1t nghi\u1ec7p m\u1edbi kh\u00f4ng s\u00e1nh \u0111\u01b0\u1ee3c b\u1edfi s\u1ef1 c\u1ea3i ti\u1ebfn v\u1ec1 ch\u1ea5t l\u01b0\u1ee3ng. Hi\u1ec7p h\u1ed9i ph\u1ea7n m\u1ec1m \u1ea4n \u0110\u1ed9, NASSCOM, g\u1ea7n \u0111\u00e2y \u0111\u1eb7t m\u1ed9t cu\u1ed9c \u0111i\u1ec1u tra th\u1ea5y r\u1eb1ng: G\u1ea7n 70% sinh vi\u00ean t\u1ed1t nghi\u1ec7p k\u0129 ngh\u1ec7 t\u1eeb mi\u1ec1n nam \u1ea4n \u0110\u1ed9 &#8212; n\u01a1i ph\u1ea7n l\u1edbn ng\u00e0nh c\u00f4ng nghi\u1ec7p CNTT \u0111\u00f3ng c\u0103n c\u1ee9 &#8212; th\u1eadm ch\u00ed kh\u00f4ng c\u00f3 nh\u1eefng k\u0129 n\u0103ng \u0111\u01b0\u1ee3c c\u1ea7n cho vi\u1ec7c \u0111\u00e0o t\u1ea1o trong c\u00f4ng nghi\u1ec7p CNTT; c\u00e1c bang ph\u00eda b\u1eafc c\u00f3 t\u1ed1t h\u01a1n ch\u00fat \u00edt, ch\u1ec9 v\u1edbi 60% s\u1ed1 sinh vi\u00ean t\u1ed1t nghi\u1ec7p l\u00e0 nh\u1ea5t \u0111\u1ecbnh kh\u00f4ng th\u00edch h\u1ee3p cho vi\u1ec7c l\u00e0m trong khu v\u1ef1c n\u00e0y; v\u00e0 hai trong ba sinh vi\u00ean t\u1ed1t nghi\u1ec7p k\u0129 ngh\u1ec7 s\u1ebd kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng t\u1ea1o ra \u0111\u00f3ng g\u00f3p tho\u1ea3 \u0111\u00e1ng cho c\u00f4ng nghi\u1ec7p do thi\u1ebft k\u0129 n\u0103ng ph\u00e2n t\u00edch v\u00e0 ng\u00f4n ng\u1eef \u0111\u01b0\u1ee3c y\u00eau c\u1ea7u ph\u1ea3i c\u00f3.<\/p>\n<p>B\u1ea3n ch\u1ea5t c\u1ee7a c\u00e1c k\u00ec thi qu\u1ed1c gia c\u0169ng \u0111\u00f3ng g\u00f3p cho v\u1ea5n \u0111\u1ec1 ch\u1ea5t l\u01b0\u1ee3ng n\u00e0y. C\u00e1c k\u00ec thi ph\u1ee5 thu\u1ed9c n\u0103ng v\u00e0o c\u00e1ch h\u1ecdc c\u0169 v\u00e0 \u00edt th\u00fac \u0111\u1ea9y t\u01b0 duy ph\u00e2n t\u00edch \u0111\u1ed9c l\u1eadp. H\u01a1n n\u1eefa, c\u00e1c tr\u01b0\u1eddng c\u00f4ng l\u00e0 ch\u1ee7 \u0111\u1ec1 cho c\u00e1c qui t\u1eafc khu bi\u1ec7t t\u00edch c\u1ef1c, \u0111i\u1ec1u y\u00eau c\u1ea7u h\u1ecd ph\u1ea3i nh\u1eadn v\u00e0o m\u1ed9t t\u1ec9 l\u1ec7 n\u00e0o \u0111\u00f3 c\u00e1c h\u1ecdc sinh t\u1eeb c\u00e1c \u0111\u1eb3ng c\u1ea5p th\u1ea5p h\u01a1n, v\u1edbi chu\u1ea9n ti\u1ec1n h\u1ecdc th\u1ea5p h\u01a1n. \u1ede m\u1ed9t s\u1ed1 bang mi\u1ec1n nam \u1ea4n \u0110\u1ed9, n\u01a1i 75% c\u00e1c ch\u1ed7 \u0111\u1ea1i h\u1ecdc \u0111\u01b0\u1ee3c ph\u00e2n b\u1ed5 tr\u00ean c\u01a1 s\u1edf \u0111\u1eb3ng c\u1ea5p v\u00e0 c\u1ed9ng \u0111\u1ed3ng, nh\u1eefng h\u00e0nh \u0111\u1ed9ng kh\u1eb3ng \u0111\u1ecbnh nh\u01b0 v\u1eady \u1ea3nh h\u01b0\u1edfng nghi\u00eam tr\u1ecdng t\u1edbi chu\u1ea9n gi\u00e1o d\u1ee5c v\u00e0 l\u00e0m h\u1ea1i cho ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a sinh vi\u00ean t\u1ed1t nghi\u1ec7p.<\/p>\n<p>Do v\u1eady, c\u00e1c qui ch\u1ebf n\u00e0y ch\u1ec9 \u00e1p d\u1ee5ng cho c\u00e1c vi\u1ec7n thu\u1ed9c khu v\u1ef1c c\u00f4ng, m\u1eb7c d\u1ea7u Vi\u1ec7n c\u00f4ng ngh\u1ec7 v\u00e0 khoa h\u1ecdc trung t\u00e2m \u0111\u00e3 c\u00f4ng b\u1ed1 m\u1ed9t s\u1ed1 mi\u1ec5n gi\u1ea3m \u0111\u1ec3 th\u00fac \u0111\u1ea9y c\u00e1c t\u00e0i n\u0103ng cao nh\u1ea5t b\u1ea5t k\u1ec3 t\u1edbi n\u1ec1n t\u1ea3ng \u0111\u1eb3ng c\u1ea5p v\u00e0 c\u1ed9ng \u0111\u1ed3ng c\u1ee7a sinh vi\u00ean. Tuy nhi\u00ean, ch\u00ednh ph\u1ee7 do qu\u1ed1c h\u1ed9i l\u00e3nh \u0111\u1ea1o hi\u1ec7n th\u1eddi \u0111ang ch\u1ecbu s\u1ee9c \u00e9p ng\u00e0y c\u00e0ng t\u0103ng &#8212; ch\u1ee7 y\u1ebfu t\u1eeb c\u00e1c \u0111\u1ea3ng ph\u00e1i khu v\u1ef1c &#8216;d\u00e2n tu\u00fd&#8217; &#8212; m\u1edf r\u1ed9ng c\u00e1c bi\u1ec7n ph\u00e1p khu bi\u1ec7t t\u00edch c\u1ef1c v\u00e0o c\u00e1c Vi\u1ec7n c\u00f4ng ngh\u1ec7 v\u00e0 khoa h\u1ecdc trung \u01b0\u01a1ng v\u00e0 khu v\u1ef1c t\u01b0 nh\u00e2n cho gi\u00e1o d\u1ee5c. N\u1ebfu ch\u00ednh ph\u1ee7 kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng tr\u1ee5 v\u1eefng d\u01b0\u1edbi nh\u1eefng s\u1ee9c \u00e9p n\u00e0y, k\u1ebft qu\u1ea3 c\u00f3 th\u1ec3 l\u00e0m t\u0103ng s\u1ed1 sinh vi\u00ean t\u1ed1t nghi\u1ec7p v\u1edbi t\u1eadp k\u0129 n\u0103ng kh\u00f4ng ph\u1ea3n \u00e1nh \u0111\u01b0\u1ee3c ph\u1ea9m ch\u1ea5t ch\u00ednh th\u1ee9c c\u1ee7a h\u1ecd.<\/p>\n<p>S\u1ed1 l\u01b0\u1ee3ng tr\u1ebb em \u0111ang t\u0103ng l\u00ean t\u1eeb t\u1ea7ng l\u1edbp trung l\u01b0u \u0111ang m\u1edf r\u1ed9ng nhanh ch\u00f3ng c\u1ee7a \u1ea4n \u0110\u1ed9 \u0111ang t\u00ecm ki\u1ebfm gi\u00e1o d\u1ee5c \u1edf n\u01b0\u1edbc ngo\u00e0i v\u00ec s\u1ef1 kh\u00f4ng ph\u00f9 h\u1ee3p c\u1ee7a h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c trong n\u01b0\u1edbc. T\u1eeb 1999, s\u1ed1 sinh vi\u00ean \u1ea4n \u0110\u1ed9 trong c\u00e1c \u0111\u1ea1i h\u1ecdc \u1edf n\u01b0\u1edbc ngo\u00e0i \u0111\u00e3 b\u00e0nh tr\u01b0\u1edbng nhanh ch\u00f3ng:<\/p>\n<ul>\n<li>t\u1eeb 36,000 t\u1edbi 79,000 \u1edf M\u0129;<\/li>\n<li>t\u1eeb 6,000 t\u1edbi 15,000 \u1edf Anh; v\u00e0<\/li>\n<li>t\u1eeb 8,000 t\u1edbi 20,000 \u1edf Australia.<\/li>\n<\/ul>\n<p>\u0110\u1ebfn 2025, m\u1ed9t n\u1eeda c\u00e1c sinh qu\u1ed1c t\u1ebf t\u1ea1i \u0111\u1ea1i h\u1ecdc tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi c\u00f3 th\u1ec3 l\u00e0 ng\u01b0\u1eddi g\u1ed1c \u1ea4n \u0110\u1ed9. Qua th\u1eddi k\u00ec hai n\u0103m trong nh\u1eefng n\u0103m 1990, 65% sinh vi\u00ean t\u1ed1t nghi\u1ec7p t\u1eeb c\u00e1c Vi\u00ean c\u00f4ng ngh\u1ec7 c\u1ee7a \u1ea4n \u0110\u1ed9 \u1edf Chennai \u0111\u01b0\u1ee3c \u01b0\u1edbc l\u01b0\u1ee3ng \u0111\u00e3 r\u1eddi kh\u1ecfi n\u01b0\u1edbc. Tuy nhi\u00ean, m\u1eb7c cho s\u1ef1 t\u0103ng tr\u01b0\u1edfng r\u00f5 r\u00e0ng v\u1ec1 s\u1ed1 sinh vi\u00ean \u1ea4n \u0110\u1ed9 \u1edf h\u1ea3i ngo\u1ea1i, c\u00e1c \u0111\u1ea1i h\u1ecdc n\u01b0\u1edbc ngo\u00e0i v\u1eabn c\u00f2n \u0111\u1eaft t\u1edbi m\u1ee9c c\u1ea5m \u0111o\u00e1n cho t\u1ea5t c\u1ea3 ch\u1ec9 tr\u1eeb b\u1eadc thang cao c\u1ee7a t\u1ea7ng l\u1edbp trung l\u01b0u c\u1ee7a n\u01b0\u1edbc n\u00e0y.<\/p>\n<p>M\u1ed9t t\u1ec9 l\u1ec7 r\u1ea5t nh\u1ecfi nh\u1eefng sinh vi\u00ean \u1ea4n \u0110\u1ed9 \u0111\u01b0\u1ee3c gi\u00e1o d\u1ee5c \u1edf n\u01b0\u1edbc ngo\u00e0i quay v\u1ec1 n\u01b0\u1edbc h\u1ecd sau khi ho\u00e0n th\u00e0nh h\u1ecdc t\u1eadp c\u1ee7a h\u1ecd \u1edf n\u01b0\u1edbc ngo\u00e0i, l\u00e0m ph\u1ee9c h\u1ee3p th\u00eam vi\u1ec7c thi\u1ebfu h\u1ee5t k\u0129 n\u0103ng. Trong khi nh\u1eefng c\u1ea3i ti\u1ebfn g\u1ea7n \u0111\u00e2y v\u1ec1 c\u01a1 h\u1ed9i kinh t\u1ebf \u1edf \u1ea4n \u0110\u1ed9 \u0111\u00e3 th\u1ea5y lu\u1ed3ng ch\u1ea3y v\u1eefng ch\u1eafc c\u1ee7a nh\u1eefng ng\u01b0\u1eddi \u1ea4n \u0110\u1ed9 kh\u00f4ng th\u01b0\u1eddng tr\u00fa tr\u1edf v\u1ec1 nh\u00e0, \u0111\u1ea1i \u0111a s\u1ed1 v\u1eabn ti\u1ebfp t\u1ee5c d\u00e0nh cu\u1ed9c s\u1ed1ng lao \u0111\u1ed9ng c\u1ee7a h\u1ecd \u1edf n\u01b0\u1edbc ngo\u00e0i.<\/p>\n<p>Ch\u00ednh ph\u1ee7 trung \u01b0\u01a1ng kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng d\u00e0nh t\u00e0i nguy\u00ean th\u00eam cho c\u00e1c vi\u1ec7n h\u1ecdc t\u1eadp b\u00ean th\u1ee9 ba do nhu c\u1ea7u t\u0103ng chi ti\u00eau trong gi\u00e1o d\u1ee5c s\u01a1 c\u1ea5p. Trong khi c\u1ea3i ti\u1ebfn t\u1ec9 l\u1ec7 h\u1ecdc v\u1ea5n \u0111\u00e3 cho \u1ea4n \u0110\u1ed9 hi v\u1ecdng ph\u00e1t tri\u1ec3n l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng khu v\u1ef1c ch\u1ebf t\u1ea1o &#8216;c\u00f3 n\u1eeda k\u0129 n\u0103ng&#8217;, vi\u1ec7c b\u00e0nh tr\u01b0\u1edbng c\u1ee7a c\u00e1c th\u1ec3 ch\u1ebf b\u00ean th\u1ee9 ba ch\u1ea5t l\u01b0\u1ee3ng cao \u0111\u00e3 ph\u1ea3i ch\u1ecbu t\u1ed5n th\u1ea5t nh\u01b0 l\u00e0 k\u1ebft qu\u1ea3.<\/p>\n<p>C\u00e1c c\u00f4ng ti nh\u01b0 Infosys, Wipro v\u00e0 TCS \u0111ang \u0111\u1ed1i di\u1ec7n v\u1edbi th\u00e1ch th\u1ee9c k\u0129 n\u0103ng \u0111ang t\u0103ng l\u00ean v\u00e0, trong t\u01b0\u01a1ng lai tr\u01b0\u1edbc m\u1eaft; c\u00e1c s\u00e1ng ki\u1ebfn gi\u00e1o d\u1ee5c ri\u00eang c\u1ee7a h\u1ecd c\u00f3 th\u1ec3 tho\u1ea3 m\u00e3n cho nhu c\u1ea7u lao \u0111\u1ed9ng ri\u00eang c\u1ee7a h\u1ecd. Tuy nhi\u00ean, \u0111\u1ea1i \u0111a s\u1ed1 c\u00e1c c\u00f4ng ti CNTT \u1ea4n \u0110\u1ed9 l\u00e0 nh\u1ecf h\u01a1n nhi\u1ec1u v\u00e0 do \u0111\u00f3 kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng l\u00e0m \u0111\u1ea7u t\u01b0 t\u01b0\u01a1ng t\u1ef1 v\u00e0o ph\u00e1t tri\u1ec3n k\u0129 n\u0103ng.<\/p>\n<p><b><i>K\u1ebft lu\u1eadn<\/i><\/b>: Gi\u00e1nh n\u1eb7ng gi\u00e1o d\u1ee5c th\u1ebf h\u1ec7 ti\u1ebfp c\u00e1c k\u0129 s\u01b0 CNTT r\u1ea5t c\u00f3 th\u1ec3 l\u00e0m s\u1ee5p \u0111\u1ed5 d\u1ea7n b\u1ea3n th\u00e2n n\u1ec1n c\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7. H\u01a1n n\u1eefa, x\u00e9t th\u1ea5y nh\u1eefng khi\u1ebfm khuy\u1ebft dai d\u1eb3ng trong h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c qu\u1ed1c gia, \u01b0u th\u1ebf hi\u1ec7n th\u1eddi c\u1ee7a \u1ea4n \u0110\u1ed9 trong d\u1ecbch v\u1ee5 CNTT &#8211; k\u1ec3 c\u1ea3 trong kinh doanh v\u00e0 l\u00e0m kho\u00e1n ngo\u00e0i qui tr\u00ecnh tri th\u1ee9c &#8212; c\u00f3 th\u1ec3 ch\u1ee9ng t\u1ecf l\u00e0 ng\u00e0y c\u00e0ng kh\u00f3 \u0111\u1ec3 duy tr\u00ec b\u1ec1n v\u1eefng.<\/p>\n<p>&nbsp;<\/p>\n<p>Trung qu\u1ed1c<\/p>\n<p>&nbsp;<\/p>\n<p>T\u00e2n hoa x\u00e3: Thi\u1ebfu h\u1ee5t k\u0129 n\u0103ng s\u1ebd c\u1ea3n tr\u1edf ph\u00e1t tri\u1ec3n c\u1ee7a c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m Trung Qu\u1ed1c, m\u1eb7c cho nh\u1eefng d\u1ef1 b\u00e1o l\u1ea1c quan v\u1ec1 c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m CNTT c\u1ee7a Trung Qu\u1ed1c trong nh\u1eefng n\u0103m s\u1eafp t\u1edbi. Nh\u1eadn x\u00e9t n\u00e0y \u0111\u00e3 \u0111\u01b0\u1ee3c Qu Zhonghua \u0111\u01b0a ra, m\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed ch\u01b0\u01a1ng tr\u00ecnh c\u1ea5p cao c\u1ee7a chi nh\u00e1nh IBM \u1edf Th\u00e2m Quy\u1ebfn Trung Qu\u1ed1c, t\u1ea1i cu\u1ed9c h\u1ed9i nghi m\u00e1y t\u00ednh qu\u1ed1c t\u1ebf Joint International Computer Conference (JICC) t\u1ed5 ch\u1ee9c t\u1ea1i th\u00e0nh ph\u1ed1 t\u1ef1 tr\u1ecb Tr\u00f9ng kh\u00e1nh Trung Qu\u1ed1c.<\/p>\n<p>S\u1ef1 t\u0103ng tr\u01b0\u1edfng nhanh ch\u00f3ng c\u1ee7a c\u00f4ng nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i to\u00e0n c\u1ea7u \u0111\u00e3 cung c\u1ea5p c\u01a1 h\u1ed9i cho c\u00f4ng nghi\u1ec7p ph\u1ea7n m\u1ec1m Trung Qu\u1ed1c trong nh\u1eefng n\u0103m g\u1ea7n \u0111\u00e2y, nh\u01b0ng c\u00e1c c\u01a1 h\u1ed9i n\u00e0y s\u1ebd kh\u00f4ng bi\u1ebfn th\u00e0nh th\u00e0nh c\u00f4ng n\u1ebfu \u0111\u1ea5t n\u01b0\u1edbc kh\u00f4ng cung c\u1ea5p \u0111\u1ee7 l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng, IBM \u0111\u00e3 t\u1eeb b\u1ecf nhi\u1ec1u c\u01a1 h\u1ed9i \u1edf Trung Qu\u1ed1c v\u00ec kh\u00f4ng tuy\u1ec3n m\u1ed9 \u0111\u01b0\u1ee3c \u0111\u1ee7 nh\u00e0 chuy\u00ean nghi\u1ec7p ph\u1ea7n m\u1ec1m c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng, \u00f4ng \u1ea5y n\u00f3i. Ch\u1eb3ng h\u1ea1n, chi nh\u00e1nh \u0110\u1ea1i Li\u00ean c\u1ee7a IBM Trung Qu\u1ed1c ph\u1ea3i t\u1eeb b\u1ecf m\u1ed9t n\u1eeda kinh doanh c\u1ee7a n\u00f3 do kh\u00f4ng ch\u1ecdn \u0111\u01b0\u1ee3c c\u00e1n b\u1ed9 l\u00e0 nh\u1eefng ng\u01b0\u1eddi then ch\u1ed1t. Qu c\u0169ng ph\u00e0n n\u00e0n r\u1eb1ng c\u00e1c \u0111\u1ea1i h\u1ecdc \u1edf Trung Qu\u1ed1c \u0111\u00e3 kh\u00f4ng b\u01b0\u1edbc l\u00ean ph\u00e1t tri\u1ec3n K\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m, m\u00e0 v\u1eabn duy tr\u00ec gi\u00e1o tr\u00ecnh khoa h\u1ecdc m\u00e1y t\u00ednh l\u1ea1c h\u1eadu.<\/p>\n<p>Theo Qu, Trung Qu\u1ed1c s\u1ebd c\u1ea7n \u00edt nh\u1ea5t 2.5 tri\u1ec7u nh\u00e0 chuy\u00ean nghi\u1ec7p ph\u1ea7n m\u1ec1m \u0111\u1ebfn n\u0103m 2015 khi gi\u00e1 tr\u1ecb xu\u1ea5t kh\u1ea9u c\u1ee7a c\u00f4ng nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i \u1edf Trung Qu\u1ed1c \u0111\u01b0\u1ee3c nhi\u1ec1u chuy\u00ean gia mong \u0111\u1ee3i l\u00ean t\u1edbi \u0111\u1ec9nh 50 t\u1ec9 \u0111\u00f4 la M\u0129. \u0110\u1ec3 \u0111\u1ea1t t\u1edbi m\u1ee5c \u0111\u00edch \u0111\u00f3, c\u00e1c \u0111\u1ea1i h\u1ecdc ph\u1ea3i \u0111\u1ed5i ph\u01b0\u01a1ng ph\u00e1p d\u1ea1y c\u1ee7a h\u1ecd n\u1ebfu kh\u00f4ng h\u1ecd s\u1ebd b\u1ecb t\u1ee5t l\u1ea1i sau n\u01a1i kh\u00e1c. Qu n\u00f3i l\u1ef1c l\u01b0\u1ee3ng ph\u1ea7n m\u1ec1m \u1edf \u1ea4n \u0110\u1ed9 b\u00e2y gi\u1edd v\u01b0\u1ee3t qu\u00e1 1.3 tri\u1ec7u ng\u01b0\u1eddi trong khi l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng \u1edf Trung Qu\u1ed1c ch\u1ec9 x\u1ea5p x\u1ec9 570,000 ng\u01b0\u1eddi, v\u00e0 Trung Qu\u1ed1c ph\u1ea3i h\u1ecdc nhi\u1ec1u t\u1eeb \u1ea4n \u0110\u1ed9 trong c\u00f4ng nghi\u1ec7p l\u00e0m kho\u00e1n ngo\u00e0i CNTT.<\/p>\n<p>Ngu\u1ed3n: T\u00e2n Hoa x\u00e3<\/p>\n<p>&nbsp;<\/p>\n<p>&#8212;-English version&#8212;-<\/p>\n<p>&nbsp;<\/p>\n<p>India and China<\/p>\n<p>This is a summary of the India&#8217;s capabilities research from Oxford.<\/p>\n<p>SUBJECT: The looming threat of a skills shortage in the key IT sector, and corporate plans to deal with it.<\/p>\n<p>SIGNIFICANCE: India&#8217;s service sector growth is threatened by a shortage of highly-skilled labour, resulting from weaknesses in the education system. Increased investment in IT education by leading companies may only partially offset this threat.<\/p>\n<p>&nbsp;<\/p>\n<p>ANALYSIS: All three of India&#8217;s leading software companies are looking to develop educational institutions to increase the number of high-skilled workers: Tata Consultancy Services (TCS), the largest of the three, has already set up a training institute, which it is likely to expand; Infosys is planning to establish its own IT college in Bangalore; and Wipro is proposing to build an IT training college in southern India.<\/p>\n<p>These investments will raise their recruiting costs. However, given the industry&#8217;s rapid expansion, IT education is a key priority as an emerging skills shortage may threaten future growth. Over the last decade, annual IT sector growth rates of 20-30% have depleted existing talent pools, producing high-skilled labour shortages and driving up salaries which, for Indian IT engineers, are thought to have quadrupled over the past five years. Despite this trend, Indian wages remain extremely competitive as compared to<\/p>\n<p>the United States, with Indian IT sector workers earning an average of 18,000 dollars a year against 65,000 dollars for US employees. However, in more competitive countries like Singapore, average annual salaries are 25,000 dollars, and other cost factors &#8212; such as quality of infrastructure are more favourable. Cost pressures and an emerging skills shortage; suggest that the Indian IT industry is at risk of losing its current competitive<\/p>\n<p>advantage.<\/p>\n<p>The move to develop private training institutes is a result of the Indian education system&#8217;s failure to produce high-skilled IT workers. This is despite the high number of college graduates. In the last fifteen years, the country has seen prodigious growth in tertiary-sector education, with the number of private and public colleges offering higher educational qualifications rising from 5,000 to 12,000. The number of engineering students has expanded at an annual rate of 20%, with India producing 520,000 engineering graduates each year &#8212; the second largest number in the world.<\/p>\n<p>&nbsp;<\/p>\n<p>India has a small number of exclusive, centrally-regulated Institutes of Technology and Science, which are extremely competitive and where entry standards are closely monitored. However, beyond these there has been a sudden growth of new technology colleges run either by state governments or by the private sector where standards are less rigorous, and where the success of an application may depend on the family&#8217;s willingness to pay exorbitant admission fees, rather than the student&#8217;s academic record.<\/p>\n<p>Accordingly, the number of new graduates is not matched by improvements in quality. India&#8217;s software association, NASSCOM, recently commissioned a survey which found that: Nearly 70% of engineering graduates from southern India &#8212; where most of the IT industry is based &#8212; do not even possess the skills required for traineeships in the IT industry; Northern states fared slightly better, with only 60% of graduates deemed inadequate for jobs in the sector; and two out of every three engineering graduates would be unable to make a satisfactory contribution to the industry for lack of the requisite analytical or linguistic skills.<\/p>\n<p>The nature of state examinations also contributes to the problem of quality. Exams depend! heavily on rote learning and do little to promote independent analytical thinking. Moreover, public schools are subject to rules of positive discrimination, which require them to admit a certain proportion of students from the lower castes, at lower admissions standards. In certain southern Indian states, where 75% of college places are allocated on the basis of caste and community, such affirmative action severely affects educational standards and compromises the quality of graduates.<\/p>\n<p>&nbsp;<\/p>\n<p>Thus far, these regulations have only applied to public-sector institutions, although the central Institutes of Technology and Science have claimed exemption to foster the highest talents regardless of a student&#8217;s caste or community background. However, the present<\/p>\n<p>Congress-led government is coming under increasing pressure &#8212; from mainly regional &#8216;populist&#8217; parties &#8212; to extend positive discrimination measures into the central Institutes of Technology and Science and private sec! to! r education. If the government is unable to withstand these pressures, the result may be an increase in the number of graduates with skill-sets that do not reflect their formal qualifications.<\/p>\n<p>An increasing number of children from India&#8217;s rapidly expanding middle class are looking abroad for an education because of the inadequacies of the domestic education system. Since 1999, the number of Indian students in colleges abroad has expanded rapidly:<\/p>\n<p>*\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 from 36,000 to 79,000 in the United States;<\/p>\n<p>*\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 from 6,000 to 15,000 in the United Kingdom; and<\/p>\n<p>*\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 from 8,000 to 20,000 inAustralia.<\/p>\n<p>By 2025, half of all international students at universities around the world may be of Indian origin. Over a two-year period in the 1990&#8217;s, 65% of graduates from the Indian Institute of Technology in Chennai were estimated to have left the country. However, despite the apparent growth in the number of Indian students overseas, foreign universities remain prohibitively expensive for all but the upper echelons of the country&#8217;s<\/p>\n<p>middle class.<\/p>\n<p>A very small proportion of foreign-educated Indian students return to the country after completing their studies abroad, further compounding the skills shortage. While recent improvements in economic opportunities in India have seen a steady stream of non-resident Indians returning home, the great majority continue to spend their working lives abroad.<\/p>\n<p>The central government is unable to devote additional resources to tertiary institutes of learning due to the need to increase expenditure in primary education. While improving literacy rates have given India hope of developing a &#8216;semi-skilled&#8217; manufacturing-sector workforce, the expansion of high quality tertiary institutions has suffered as a result.<\/p>\n<p>Companies such as Infosys, Wipro and TCS are facing up to the skills challenge and, in the immediate future; their own educational initiatives may satisfy their own labour needs. However, the great majority of Indian IT companies are much smaller and thus unable to make similar investments in skills development.<\/p>\n<p>CONCLUSION: The onus of educating the next generation of IT engineers is likely to fall increasingly on the technology industry itself. Moreover, in view of the persistent deficiencies in the national education system, India&#8217;s present advantages in IT services &#8212; including business and knowledge-process outsourcing &#8212; could prove increasingly difficult to sustain.<\/p>\n<p>China<\/p>\n<p>&nbsp;<\/p>\n<p>Xinhua: Talent shortage will impede the development of China&#8217;s software industry, despite the optimistic prediction on China&#8217;s IT software industry in the coming years. The remarks were made by Qu Zhonghua, a senior program manager of IBM China&#8217;s Shenzhen branch, at the Joint International Computer Conference (JICC) held in southwest China&#8217;s ChongqingMunicipality.<\/p>\n<p>The rapid growth of the global outsourcing industry has provided opportunities for China&#8217;s software industry in recent years, but the opportunities will not turn into successes if the country fails to provide sufficient qualified workforce, IBM gave up many opportunities in China for failing to recruit enough qualified software professionals, he said. For example, IBM China&#8217;s Dalian branch had to give up half of its businesses due to the failure to staff key people. Qu also complained that universities in China have not stepped up to develop Software Engineering, but still maintained the obsolete Computer Science curricula.<\/p>\n<p>According to Qu, China will need at least 2.5 million software professionals in 2015 when the export value of the outsourcing industry in China is expected by many experts to top 50 billion US dollars. To achieve that goal, universities must change their teaching methods or they will fell behind others. Qu said the software workforce in India now exceeds 1.3 million people where the workforce in China is approximately 570,000 only, and China has to learn a lot from India in the IT outsourcing industry.<\/p>\n<p>Source: Xinhua<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u0110\u00e2y l\u00e0 b\u00e0i t\u00f3m t\u1eaft v\u1ec1 nghi\u00ean c\u1ee9u n\u0103ng l\u1ef1c c\u1ee7a \u1ea4n \u0110\u1ed9 t\u1eeb Oxford. 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