Overseas high-level talent recruitment: unlock the key password of enterprise innovation and global competitiveness

Overseas high-level talent recruitment: the key password to unlock enterprise innovation and global competitiveness

Today, with the accelerated evolution of scientific and technological revolution and industrial transformation, if enterprises want to take the lead in high-end manufacturing, artificial intelligence, biomedicine and other frontier fields, the introduction of overseas high-level talents has become an inevitable strategic choice. Such talents not only master the core technology, but also have a cross-cultural management vision and the ability to integrate global resources. Their participation can often bring disruptive innovation and international breakthroughs to enterprises.

Core values of overseas high-level talents: from technical fortifications to ecological reconstruction

1. Break through the "stuck neck" technology bottleneck
In the "hard technology" fields such as chip design, quantum computing, and gene editing, top overseas talents often have key technology patents or R & D experience. For example, after a semiconductor company introduced a team of American academicians, the 7-nanometer process developed by it increased the product yield from 65% to 89%, directly breaking the foreign monopoly. A biotech company hired a Nobel Prize winner as its chief scientist, and the clinical efficiency of its leading CAR-T therapy jumped from 40% to 82%, pushing the company to become an industry benchmark.

2. reshaping the global strategic layout of enterprises
overseas high-level talents have a deep understanding of the policies and regulations, cultural habits and business rules of the target market, which can significantly reduce the risk of enterprises "going out to sea. A new energy car company hired the former chairman of the European Association of Automobile Manufacturers as its global strategic consultant. Its strategy of "localized production + community marketing" has increased the brand's market share in Germany from 0.5 to 12% within three years. A cross-border e-commerce platform has restructured its intelligent recommend system by introducing Silicon Valley algorithm experts. The re-purchase rate of overseas users has increased by 35%, and GMV has exceeded 10 billion levels.

3. "catalyst" for building innovation ecology
this kind of talents often bring their own academic network and industrial resources, which can quickly link the world's top laboratories, investment institutions and supply chains. After a medical robot enterprise introduced a professor from MIT, the "industry-university-research-medicine" alliance led by it attracted 12 top international hospitals to participate in clinical trials and promoted the product to be recognized by FDA as a breakthrough device. Through the academic influence of the chief scientist, a certain artificial intelligence company has jointly established a joint laboratory with Stanford University, publishing more than 50 top papers in three years, with a 400 increase in patent authorization.

Three core strategies for overseas high-level talent recruitment

1. Precise positioning: from "casting a wide net" to "targeted sniping"
enterprises need to clarify the "strategic fulcrum" of talent introduction: is it to conquer a certain core technology or to open up a specific international market? In order to break through the single crystal blade casting technology, an aero-engine enterprise clearly requires candidates to have more than 5 years of experience in the same position of GE Aviation or Rolls-Roche Company in the United States, and selects 3 core inventors through the patent database, and finally successfully introduces one of them, thus increasing the product life by 3 times. Avoid blindly pursuing the title of "Daniel", but focus on the specific technical capabilities and resource integration experience required by the post.

2. Innovation channels: breaking the barriers of information and trust
Traditional recruitment platforms are difficult to reach overseas high-level talents. Enterprises can try:

• deep cultivation in academic community : highly cited scholars who pay attention to target fields on arXiv, ResearchGate and other platforms establish contacts through paper cooperation and academic conferences;
• industry summit "closure" : set up exclusive booths in top-level activities such as Davos forum and CES exhibition, direct docking with participating experts;
• "attracting talents by talents" ecology : encourage existing overseas employees to recommend talents in the same field, set up "bole award" and give equity incentives.
  A quantum computing company invited three Nobel Prize candidates to visit the laboratory by participating in the annual meeting of the International Physical Society, and finally successfully introduced one of them as the chief scientist.

3. customized incentive: beyond the long-term binding of salary
the expectation of overseas high-level talents for career development is much higher than that of material return. enterprises need to design a compound incentive scheme of "technology + capital + honor:

• technical autonomy : give it the power to independently set up a team and decide the direction of research and development. a chip enterprise sets up a" chief technology officer's office "for the former TSMC executives introduced and reports directly to the board of directors.
• equity and dividend rights : provide 5%-10% equity to core technology contributors and set up a 3-5 year installment attribution clause;
• social honor recognition : assist in applying for the titles of national talent plan, academician workstation, etc. to meet their sense of achievement needs.
  in order to introduce academicians of the American Academy of Sciences, a pharmaceutical enterprise provided a combination scheme of "annual salary of 5 million + patent authorization + director of national key laboratory", and finally promoted the approval of FDA for priority review of anticancer drugs developed by it.

Cross-cultural integration: the challenge from "introduction" to "symbiosis"

Recruitment is only the first step, how to make overseas high-level talents truly integrate into the enterprise and give full play to their value needs to build three supporting systems:

• cultural adaptation mechanism : through "reverse cultural training" (let local employees understand overseas habits), setting up cross-cultural communication specialists and other ways to reduce friction costs;
• decision-making participation channel : invite them to join core institutions such as strategy committee and technical review committee to enhance their sense of belonging;
• resource collaboration network : match local technology, market and production teams to form a "1+1>2" synergy effect.

A new energy enterprise has equipped imported German experts with "Sino-German double assistants". The former is responsible for technical docking and the latter handles administrative affairs so that they can focus on research and development. At the same time, an "international innovation center" will be set up to allow it to independently recruit overseas teams, more than 200 patents were produced in three years.

Future trends: from "talent competition" to "ecological co-construction"

With the deepening of Chinese enterprises' overseas layout, overseas high-level talent recruitment will evolve to systematization and ecology:

• localization of overseas research and development centers : set up laboratories in target markets to attract top talents locally. a technology giant set up AI research institute in silicon valley and gathered more than 200 doctoral talents within three years.
• deep binding of industry, university and research : build joint laboratories and scholarship programs with overseas universities to lock in potential talents in advance;
• global talent flow platform : naturally attract top scientists from all over the world to join by participating in international major scientific programs (such as ITER nuclear fusion experiment).

Overseas high-level talent recruitment has been upgraded from "optional" for enterprise innovation and development to "mandatory". Those enterprises that can accurately locate demand, innovate recruitment models and build an integrated ecology will eventually occupy the commanding heights in global competition and contribute Chinese solutions to human scientific and technological progress and industrial upgrading.