Background and Aims: With the development of information technology, flipped classrooms, micro-courses, MOOCs, and other educational means have been gradually applied to education and teaching, which not only changes the teaching methods of teachers but also promotes the transformation of teaching management means. This study aims to investigate and analyze the use of new ICT and provide suggestions for guiding the development and use of modern information technology in Chongqing Wanzhou Vocational Education Center. Methodology: Using random sampling, 90 respondents were selected from 30 students, teachers, and administrators of the Chongqing Vocational Education Center. Interviews were conducted according to the outline, and detailed interview answers were recorded with the consent of the respondents. After the interview, valid information was extracted for follow-up analysis. Results: It is found that there are some problems in the application of modern information technology in Chongqing Vocational Education Center. The use of modern information technology in schools is hampered by issues including passive teaching techniques, poorly designed curricula, and a lack of educational resources. These issues prevent talent development programs from being tailored to the needs of the job market and impede students' overall growth. These problems are further compounded by traditional teaching evaluation techniques, which impede the transition to a more objective and data-driven educational approach by lacking thorough student feedback. Conclusion: The Chongqing Vocational Education Center's use of contemporary information technology has exposed challenges like poor curriculum design, passive teaching approaches, and a lack of educational resources, which hinder talent development and impede students' overall development. Furthermore, by not offering comprehensive student feedback, traditional teaching evaluation methods exacerbate these issues and impede the shift to a more objective and data-driven educational paradigm.