| Government agencies as a powerful public products provider,is the guarantee normal national political,economic and cultural life of important force.As knowledge-intensive organization of mental labor is given priority to,talents for its role in the development of more significant.With the concept of service-oriented government is deeply rooted in the hearts of the people,the improvement of people’s demand for public services to the government authorities put forward higher requirement for talent allocation.In this context,the government organ shortage became evident disadvantage,construction and its development requirements that meet the needs of talent is imminent.Through on-the-spot investigation,this paper from two aspects of total amount and structure analysis of Z high-tech talent configuration status,it is concluded that the specific construction form of its predicament,and connecting with the public sector human resources management related theory analysis of the negative effects of talent shortage for the government.On this basis,based on interviews and questionnaires,explore the reasons for the formation of talent shortage and integrate the government,main show is salary incentive mechanism is weak,the internal training fatigue,absorb insufficient space,rigid selection mechanism,etc.,the effect of personnel configuration is the government,indirectly restricts the government efficiency.For Z,therefore,the reasons for the formation of high-tech zone government agencies talent shortage,and through drawing on the successful experience of spotting talent shortage at home and abroad,puts forward the establishing reasonable fair compensation system,build a practical and efficient training system,improve the organization establishment management system and improve the scientific and fair examination mechanism such as governance path,strive to improve the talent shortage.With plenty of talent supply to give full play to the functions of the government’s maximization,so as to maintain the interests of the people. |