The talent concept is the guiding ideology and value concept of an enterprise that values ​​talents, cares for talents, develops talents rationally, uses talents, retains talents, and improves talents. Talent concept　　1. It is based on the basic assumptions of the company's top management, such as the X theory and Y theory human nature assumptions in management. Under the two assumptions, the determined talent concept is different. It not only considers whether people’s needs are met in different environments, but also factors that affect people’s work efficiency. Especially afterwards, people’s emotional factors are also taken into consideration. "Respect for the individual" and "humanized management" It has become a talent concept pursued by many companies. ~1. It is based on the basic assumptions of the company's top management, such as the X theory and Y theory human nature assumptions in management. Under the two assumptions, the determined talent concept is different. It not only considers whether people’s needs are met in different environments, but also factors that affect people’s work efficiency. Especially afterwards, people’s emotional factors are also taken into consideration. "Respect for the individual" and "humanized management" It has become a talent concept pursued by many companies.

　　2. Determined from the positioning of the relationship between the company and its employees. The positioning of this relationship is reflected in the division of labor, job evaluation, and salary distribution in different companies. The concept of Japanese companies is "we are a team", while the concept of American companies is "recruiting the best talent." When recruiting and selecting, Japanese companies emphasize the spirit of cooperation, while American companies emphasize individual capabilities. This is why the views on the appointment of general managers in Japanese and American joint ventures are completely opposite.

　　3. It can be positioned from the behavioral requirements of employees. The most obvious comparison in this situation is the difference between "rational management" and "swift action", or the difference between the two concepts of "compliance with culture" and "promoting individuality and innovation." Under these two different talent concepts, there are also obvious differences in the requirements, selection, and assessment methods of the top managers of enterprises.

　　4. Positioning from the attitude towards talents, such as Haier's "horse racing" and IBM's "internal selection and training". For example, in some companies, employees who have worked continuously for 10 years cannot be listed as temporary layoffs and permanent dismissals without the prior approval of the company’s chairman and president. In this way, corporate culture has played a very important role in stimulating employees’ enthusiasm for work.

　　The biggest harm of ambiguous talent concept is the discontinuity of the company's personnel policy. Because there is no clear talent concept, the company's talent policy will change due to minor changes in the internal or external environment, and the company's employees are not clear about what they should do. The final result is the company's employee behavior standards. Diversity and variability have led to too many invalid behaviors of corporate employees and affected the full use of human resources.