Group 1 - The core viewpoint emphasizes that companies are transforming human resources into core competitiveness by breaking regional barriers, reserving strategic talent, embracing intelligent transformation, and improving talent management systems [1][2][3] Group 2 - Companies are adopting a "cross-province recruitment" model to integrate national resources, establishing recruitment stations in key cities and collaborating with local universities and industrial parks to accurately match talent from different regions [1][2] - The focus is shifting from merely pursuing "high academic qualifications" to ensuring alignment between talent and business layout, allowing companies to strategically select and cultivate talent that fits their long-term goals [2][3] - The introduction of AI and big data technologies in recruitment processes is enhancing selection quality, increasing efficiency, and reducing biases, thus providing fair competition opportunities for diverse candidates [2][3] Group 3 - Companies are implementing comprehensive human resource lifecycle management to ensure talent retention, which includes training, career development, compensation incentives, and corporate culture building [3] - The combination of "equity incentives + performance bonuses" is being adopted to align employee interests with company stock performance, boosting motivation and team stability [3]