The talent competition strategy should focus on attracting, developing, and retaining senior management talent, while consciously managing talent.

    To win the war for talent, it is imperative to prioritize the cultivation of company talent to an extreme level. Senior talent is the main force for establishing future competitive advantages. Any company that wishes to leverage this must instill a talent philosophy throughout the entire organization, starting from the top management. The company's leadership needs to establish and implement a gold standard system for outstanding talents. The company's leadership team, whether it is the CEO or the COO, should be directly responsible for implementing this system for the company's managers and supervisors.

    Once a unified talent philosophy is established, the company's leadership team must regularly discuss and evaluate the performance of managers and supervisors at all levels, in order to foster a correct approach to talent cultivation. As managers and supervisors are the backbone of the company, their performance evaluations must be conducted in a candid, serious, action-oriented manner, linking talent with strategy. Strict norms must be established to ensure fair performance evaluations, truly serving as a medium for promoting personal development. Finally, the quality of staffing decisions should be improved.

    The focus of enterprise talent strategy formulation lies primarily in two aspects: the recruitment and development of various talents such as group production and operation management personnel, professional technical management personnel, and intermediate and senior technical workers. The underlying principles are: the principle of allowing employees to share the fruits of enterprise development; the principle of combining material incentives with spiritual incentives; the principle of combining short-term incentives with long-term incentives; and the principle of moderate incentive intensity.