来源|凤凰网财经《公司研究院》 而这片百万科技精英聚集的硅谷圣地，正在上演AI时代最炽烈的人才暗战。今年以来，苹果AI团队十余核心成员相继离职，加入Meta、OpenAI等科技巨 头；微软则将DeepMind超二十名精英纳入麾下；Meta一周挖走OpenAI 8名核心人才（含四位华人）。天价悬赏令下，"挖墙脚"的战火已经烧至年薪上亿。 如今，这场科技圈的"无间道"再添新战：苹果指控OPPO以高薪挖角Apple Watch核心工程师，怂恿其窃取健康传感器等商业机密。 据彭博社报道，当地时间8月21日，科技巨头苹果在美国加利福尼亚州圣何塞联邦法院递交了一份诉状，指控前Apple Watch华裔传感器架构师Chen Shi在离 职前系统性窃取核心商业机密。此后，这位月薪2.8万美元的核心技术骨干，转投OPPO硅谷研发中心带队搞竞品。 苹果怒斥这是"系统性窃密"。凤凰网财经《公司研究院》致电OPPO官方客服，对方的回应是："公司已关注该事件，以官方消息为准"。 这场跨国科技"谍战"，不仅关乎63份核心机密的归属，更是揭开了全球科技巨头在人才争夺战中不为人知的暗面。 作者|DW 当硅谷人才争夺战撞上跨国技术"谍战"，科 ...

Group 1 - The competition for top AI talent among tech giants has intensified since the release of ChatGPT in late 2022, with companies like Meta and OpenAI offering salaries in the millions to attract AI researchers [2][3] - OpenAI's Chief Research Officer expressed concerns over employee turnover and criticized Meta for poaching talent during the holiday season, prompting OpenAI to adjust its compensation structure to retain staff [2] - Salaries for senior AI scientists have increased by approximately 50% since 2022, with annual earnings typically ranging from $3 million to $7 million, and some exceeding $10 million [2] Group 2 - Meta's investment of $14.8 billion in data labeling company ScaleAI and the formation of a "superintelligence" team reflect its urgent shift towards AI recruitment and investment due to criticism of its Llama4 model's performance [3] - The concept of the talent war, first introduced by McKinsey in 1997, emphasizes that competition among companies is fundamentally about attracting and retaining talent, which is seen as a critical resource in the knowledge economy [4][5] - The talent war has led companies to integrate recruitment, promotion, training, and succession planning into their strategic frameworks, with many CEOs identifying talent attraction and retention as top priorities [5] Group 3 - The rise of AI has created a new phase in the talent war, with companies like OpenAI, Anthropic, Google DeepMind, and xAI competing for AI researchers, highlighting the strategic importance of early movers in the AI industry [6] - Despite the focus on high salaries for top talent, many experts argue that the talent war may be a misnomer, as issues often stem from poor management practices rather than actual talent shortages [7][8] - The short-term focus on minimizing costs can conflict with long-term development goals, leading companies to prioritize external hiring over internal talent development, which can create sustainability issues [8] Group 4 - The FOMO (Fear of Missing Out) phenomenon drives small and medium-sized enterprises (SMEs) to follow large companies in high-salary talent acquisition, often resulting in imbalanced compensation structures and cultural disruptions [9][10] - The high bargaining power of top talent has led to significant salary increases, with some AI researchers earning millions, while frequent job changes and entrepreneurial ventures are common in this competitive landscape [10] - SMEs face challenges in retaining talent due to their limited resources and inability to compete with larger firms on salary, leading to high turnover rates and potential strategic misalignment [11][12] Group 5 - The high-profile recruitment of top AI talent is not a sustainable strategy for most companies, as it can lead to internal pay structure issues and cultural misalignment, ultimately failing to enhance productivity [13] - Companies are encouraged to focus on internal talent development and systematic capability building rather than engaging in bidding wars for high-cost external hires [13][14] - Successful long-term talent strategies involve a shift from aggressive talent acquisition to attracting and nurturing talent through cultural alignment and internal growth opportunities [14][15]

Core Insights - Meta Platforms Inc. has attracted significant attention in the industry for its aggressive compensation package, offering over $200 million to recruit former Apple AI model team leader, Jony Huang, which surpasses the pay of all Apple executives except CEO Tim Cook [1] - The company is forming a "superintelligence" team focused on developing AI systems that exceed human capabilities, with a compensation structure heavily weighted towards stock options, alongside base salary and signing bonuses [1] - The recruitment strategy has successfully drawn top talent from various organizations, including former GitHub CEO Nat Friedman and Scale AI co-founder Alexandr Wang, indicating a shift in compensation norms that exceed those of major bank CEOs [2] Recruitment Strategy - Meta's recruitment efforts have intensified due to competition in the AI sector, with CEO Mark Zuckerberg successfully hiring over ten leading researchers from OpenAI, Anthropic, and Google [2] - The company has offered signing bonuses as high as $100 million to attract talent, although OpenAI CEO Sam Altman noted that cultural advantages have helped retain their core personnel [2] - The ongoing AI talent war has been further fueled by upcoming discussions between Altman and Zuckerberg, which may influence future recruitment dynamics [3] Compensation Structure - The compensation package for new hires includes a significant stock component with multiple unlocking conditions tied to service commitments and specific performance metrics, such as Meta's stock price reaching agreed-upon growth targets [1] - The long-term nature of stock compensation and its strong correlation with company performance introduces variability in actual earnings, reflecting both the demand for talent and the cautious balance tech giants must maintain in the AI arms race [3]

Core Viewpoint - Apple is considering acquiring AI startup Perplexity AI to enhance its artificial intelligence capabilities and address the growing demand for AI talent and technology [1][2]. Group 1: Acquisition Discussions - Apple's executives, including Adrian Perica and Eddy Cue, have discussed the potential acquisition of Perplexity AI, although these talks are in the early stages and may not lead to a formal proposal [1]. - The acquisition could help Apple develop an AI-based search engine, particularly in light of potential impacts from the termination of its long-standing partnership with Google, which generates approximately $20 billion annually for Apple [1][2]. - Perplexity AI recently completed a funding round, achieving a valuation of $14 billion, which would make it Apple's largest acquisition if completed [2]. Group 2: Competitive Landscape - Apple and Meta are engaged in a broader talent competition, with Meta recently attempting to recruit Daniel Gross, a notable figure in AI [3]. - Meta's acquisition of a 49% stake in Scale AI for $14.3 billion is part of its strategy to build a "superintelligent" AI team, highlighting the competitive dynamics in the AI sector [2][3]. Group 3: AI Development Strategy - Apple's interest in Perplexity aligns with its efforts to catch up in the generative AI space, as it has been slow to launch its AI platform, Apple Intelligence, and has faced delays in redesigning its Siri project [4]. - Recent AI improvements announced at Apple's developer conference were limited, indicating a need for more substantial advancements in AI capabilities [4]. Group 4: Alternative Collaboration - Apple is also exploring a partnership with Perplexity, which could involve integrating Perplexity's AI search engine into Apple's Safari browser and Siri, rather than pursuing a full acquisition [5][6]. - Ongoing meetings between Apple and Perplexity suggest a serious consideration of a close collaboration, although potential obstacles include Perplexity's dealings with Samsung, a major competitor in the smartphone market [6].

Group 1 - The recruitment market in Japan is extremely competitive, with financial institutions employing aggressive tactics to attract and retain talent [1][2][5] - Salary increases are notable, with fixed income traders expected to see an average rise of 15% in 2024, and investment bankers' salary offers growing approximately 10% annually over the past three years [2][4] - The influx of global companies into Japan is creating a perfect storm for recruitment, leading to a surge in demand for financial professionals [3][4] Group 2 - Factors such as returning inflation, low borrowing costs, and a weak yen are driving financial activity in Japan, resulting in a 70% increase in announced transactions involving Japanese companies over the past year [4][5] - Major global firms like Citigroup and JPMorgan are expanding their teams in Japan, with Citigroup increasing its investment banking team by about 15% [5][7] - The unemployment rate in Japan is low at 2.5%, making it challenging for banks and asset management firms to find experienced professionals [7][16] Group 3 - The unique cultural aspects of Japan, including language barriers and a strong loyalty culture, complicate recruitment efforts for foreign companies [16][17] - Young graduates are increasingly attracted to startups and venture capital over traditional finance roles, leading to a decline in interest in the financial services sector [16][18] - Companies are adopting innovative recruitment strategies, such as hosting parties for former employees to entice them back [18][19]

Core Viewpoint - The article discusses the challenges and opportunities for Japan in attracting American researchers due to the budget cuts and unfavorable conditions in the U.S. research environment under the Trump administration. Japan's response has been slower compared to Europe and China, which are actively competing for talent [1][7]. Group 1: Current Situation of American Researchers - 75% of American researchers are considering leaving the U.S. due to budget cuts and a lack of support for scientific research [3]. - Tokyo University professor Yoshikazu Sato has received inquiries from American researchers about conducting research in Japan, indicating a potential influx of talent if Japan can create a welcoming environment [1][3]. Group 2: Japan's Response and Challenges - Japan's response to attracting American researchers has been slow, with only a few universities, like Hokkaido University, actively discussing plans to recruit them [4]. - The average salary for professors in Japan is about 12 million yen (approximately 605,000 RMB), which is only half of the average salary for professors in the U.S. at around 15,500 USD (approximately 1.12 million RMB) [6]. Group 3: Government and Institutional Attitudes - The Japanese Ministry of Education, Culture, Sports, Science and Technology is cautious about actively recruiting American researchers, citing concerns about attracting attention from the Trump administration [5]. - Japan's internationalization in research is lacking, with foreign faculty making up less than 10% of the total, compared to around 50% in the U.S. and the U.K. [5]. Group 4: Global Competition for Talent - Europe is actively implementing policies to attract foreign researchers, with initiatives from the European Commission and individual countries like France and Germany [7]. - China is also competing for talent by targeting displaced American scientists, indicating a global race for research talent [7].

Core Insights - The "war for talent" has begun, with companies investing billions to attract, develop, and retain top talent, but the competition appears to be at a standstill as most companies have a similar number of top talents [1][11] Group 1: Talent Distribution Strategies - Top companies intentionally practice non-egalitarianism in talent distribution, placing top talent in positions that significantly impact company performance, with over 95% of key business roles filled by top talent [4][11] - In contrast, ordinary companies inadvertently implement egalitarianism, distributing top talent evenly across positions, resulting in each team having the same number of top talents [4][5] Group 2: Impact on Performance - The average company has about 15% of its employees classified as top talent, with top companies having a slightly higher percentage at 16% compared to 14% in others, indicating that the difference in productivity and performance largely stems from talent allocation methods [3][5] - The egalitarian approach may seem fair but fails to produce exceptional performance, highlighting the importance of talent deployment in driving company success [5] Group 3: Best Practices for Talent Management - Companies should identify who their top talents are, as recognizing these individuals is the first step in effectively deploying scarce talent [6] - Understanding the current and suitable positions for top talents is crucial, as it helps determine if previous talent allocation methods were effective [7] - Identifying key positions within the company is essential, as not all roles are equally important for executing company strategy and achieving superior performance [9] Group 4: Strategic Talent Utilization - Companies need to view top talent as a resource for the entire organization rather than limiting their value to specific departments or roles, which can lead to talent shortages [10] - Prioritizing key positions for top talent allocation is necessary, ensuring that top talents are placed in critical business roles before being assigned to secondary positions [11]