近日，北京大學哲學博士彭輝入職溫州商學院，年收入達35萬元，這一消息引發社會熱議。其實，這不僅是一個關於高學歷人才個人職業選擇的故事，更折射出民辦高校以市場化薪酬挑戰傳統高校“編製優勢”，人才評價體系在新一代年輕人身上發生深刻變革。當“金飯碗”的光環遭遇“真金白銀”的競爭，我們有必要重新思考人才價值的實現路徑。

For a long time, there has been a relatively obvious "establishment cult" in the field of higher education in China. The establishment of public universities means a stable career, a good social status and retirement security, and this advantage within the system has a strong attraction. However, behind the establishment there are also hidden fierce competition in the evaluation of professional titles, a promotion mechanism based on seniority and a relatively fixed salary system. Although this system guarantees stability, it inhibits the all-round diversification of human value to a certain extent.

民辦高校的高薪引才策略打破了這一僵局。溫州商學院為彭輝提供的待遇不僅包括35萬年薪，還有100萬安家費和每年8萬多元的公積金，這種組合已經超過絕大多數公辦高校對應崗位的收入水準。更具突破性的是，民辦高校普遍採用“以崗定薪、按績取酬”的市場化薪酬體系，不受傳統事業單位工資標準的限制。今年初，寧波一所民辦中學發佈的教師招聘資訊中特別標註了年薪，最高達到了80萬元一年，學校還提供宿舍、帶薪寒暑假、旅遊療養等。一名初中老師說，在公辦學校是拿不到七八十萬元年薪的，就他所知，正高級教師的收入也並沒有比普通老師高很多，民辦學校才有可能開出這樣的年薪，“民辦學校拿高薪來吸引人才很正常，現在優秀的人才，學校都想要。”

This flexible mechanism can truly reflect the market value of talents, especially for PhDs in the humanities and social sciences such as philosophy, and the price code offered by private universities has formed a clear advantage. This two-way choice between private universities and talents actually constructs a new type of contractual relationship. Colleges and universities use high salaries to buy the productivity of talents in the golden age, and talents use academic achievements to create value for the school. Although there is less "lifetime protection", it gets an immediate return. This approach reflects a pragmatic professional value of viewing an academic career as a process of value realization, rather than a one-time identity attachment.

The strategy of attracting talents with high salaries has had multiple positive impacts on the higher education ecosystem. On the one hand, it has forced public colleges and universities to reform the rigid personnel salary system, and in recent years, many "double first-class" universities have implemented the pre-appointment and long-term appointment system, which is a "double election system" model of "high competition" and "high incentives". The typical feature is a longer period and a higher standard of "access" assessment, and university teachers who pass the assessment are usually able to receive higher salaries and benefits. This is precisely the response to this competitive pressure. On the other hand, private colleges and universities have rapidly improved their education level by introducing top talents, and more importantly, this mobility has broken down the institutional barriers of talent allocation, so that scholars from different backgrounds can find a development platform suitable for their own value realization.

Of course, private colleges and universities are also facing challenges in attracting talents with high salaries. How to ensure that the investment in scientific research is not reduced due to high labor costs? How to construct an academic evaluation system that matches salary? The answers to these questions will determine the sustainability of this model. But fundamentally, Peng Hui's choice represents a trend in which "compilation" is no longer the only criterion for defining success as intellectuals' ways of realizing their value become increasingly diverse. In the context of building a high-quality education system, we need more such unconventional talent flows, and more diversified ways to realize the value of talents. After all, the real talent dividend comes from allowing each talent to shine where their value can be most realized.

Yangtze Evening News/Purple Cow News reporter Zhang Bingjing