Summing up the characteristics of current enterprises, the determination of talent concept can be determined from the following aspects:
1、It is based on the basic assumptions of the company's senior management, such as the X theory and Y theory in management science.  Under the two assumptions, the concept of talents determined is different.  Not only does it consider whether people's needs are met in different environments, but also factors that affect people's work efficiency, especially when people's emotional factors are also taken into account later, "respecting individuals" and "humanized management" have become the talent concepts pursued by many companies.
2、Determine from the relationship between the enterprise and employees.  The orientation of this relationship is reflected in the work division, work assessment and salary distribution of different enterprises.  The concept of Japanese enterprises is "we are the team", while the concept of American enterprises is "to employ the best talents".  In recruitment and selection, Japanese enterprises emphasize the spirit of cooperation, while American enterprises emphasize personal ability.  This is the reason why the views on the appointment of the general manager in the joint venture between Japan and the United States are completely opposite.
3、Can be located from the behavior requirements of employees.  The most obvious comparison of this kind of situation is the difference between "rational management" and "quick action", or the difference between the two concepts of "following culture" and "developing individual innovation".  Under these two different talent concepts, there are also obvious differences in the requirements, selection and assessment methods of senior management personnel in enterprises.
4、From the perspective of attitude towards talents, Haier's "horse racing does not match horse racing" and IBM's "internal selection and training".  For example, in some enterprises, employees who have been working for 10 consecutive years may not be listed as temporary layoffs or permanent layoffs without the prior approval of the chairman and president of the company. In this way, corporate culture plays a very important role in stimulating the enthusiasm of employees.
The greatest harm of fuzzy 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 also don't know what they should do is right, the final result is the diversification and variability of enterprise employees' behavior standards, resulting in too many ineffective behaviors of enterprise employees, affecting the full play of human resources.