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With the emergence and development of regional cooperation organizations such as the European Union, the North American Free Trade Agreement, and the Asia-Pacific Economic Cooperation, the boundaries between countries are becoming increasingly blurred. Against the backdrop of economic globalization, more and more domestic companies are expanding overseas to pursue sales or production in foreign markets. This unprecedented pace and scale are not only transforming the external environment in which businesses operate but also exerting tremendous pressure on internal management. Human resources managers undoubtedly play a key role in addressing these challenges. The author believes that in the context of global talent utilization, HR professionals need to strengthen the following six aspects: 1. Cultivating a global perspective on human resources. Economic globalization has promoted companies to adopt a global outlook and to allocate human resources on a worldwide scale; therefore, human resources managers must first change their mindset regarding global human resources. The shift in mindset begins with a strategic perspective, which requires global thinking, global decision-making, and global integration of human resources located in different regions and possessing various ideologies and cultural perspectives. By integrating and utilizing these human resources on a global scale, a foundation for the global operations of enterprises can be established. Based on the new perspective of career development in a globalized economy, human resources managers need to establish concepts of global motivation and global training. They should enhance capabilities such as information sharing in training and development, collaborative learning, mutual motivation, and team cooperation. In particular, cultural sensitivity, technical skills, and leadership abilities are of utmost importance and urgency. Furthermore, global human resources management strategies also emphasize that human resources managers must possess an understanding of organizational flexibility and cultural flexibility, as the efficiency of global human resource allocation depends on the organizational structures and knowledge systems of global enterprises, while the effects of the global economy depend on the extent to which changes in human resources can meet the needs of flexible systems. **II: Promoting the organic integration of Eastern and Western cultures to achieve the localization of overseas employees. Due to cultural diversity and geographical dispersion, implementing human resource localization inevitably leads to significant challenges; yet, as a key element of corporate localization strategies, it has become fundamental to the human resource management of multinational companies. The core of human resource localization is to address the issue of integrating the enterprise with the local community. Management does not lie in determining which side, East or West, is more advanced; rather, it lies in the organic integration of the two. For example, if Chinese companies wish to localize the workforce in their overseas subsidiaries, they must find a approach that suits them, adopt Western methods, and achieve a harmonious combination of these approaches. For overseas subsidiaries of Chinese-funded enterprises, different sources of personnel can be selected based on the specific strategies of each subsidiary. For acquired subsidiaries, especially those resulting from hostile takeovers, there should be no large-scale deployment of personnel from the parent company to the subsidiaries in order to gain control, particularly senior managers and those in key positions related to production and sales in affiliated companies; it is sufficient for the top-level management positions to be held by personnel from the parent company. If the subsidiary is established through new construction, most managers and supervisors should be assigned from the parent company ； When the range of consumer products is narrow, it is advisable to take more input from local managers ； When a product requires high levels of specialized expertise, more personnel from the parent company should be sent to the local site to handle the operations ； If the product is sold locally, it is best to hire local staff. Secondly, it is also necessary to improve human resource incentive strategies in order to address the issue of brain drain. This first requires creating a tolerant corporate culture that enhances the trust and sense of pride among the employees in the countries where the subsidiaries are located, as well as improving the integration of multinational companies with the local markets. For example, the renaming of LG Electronics (China) Co., Ltd. to China LG Electronics Co., Ltd. is undoubtedly a reflection of its cultural inclusiveness and integration with the Chinese market. At the same time, drawing on the experience of companies such as IBM, Ericsson, and General Motors in establishing \"management schools\" or \"research centers,\" attention can be paid to the development of local employees. Career plans can be developed for company employees, with different training methods employed based on each employee’s skill set and preferences. **III: Establishing a human resources management platform to support employee motivation Employee motivation is a soft aspect of human resources management, and it becomes particularly complex due to cultural differences in a global workforce. Therefore, it is necessary to establish a rigid and scientific human resources management platform in order to motivate employees. In the process of global talent utilization, a robust human resources management framework to motivate employees can be established through modularization, standardization, and data-driven approaches. Based on the HR consulting experience of Birmingham Human Resources Management Consulting Company with over 300 domestic and foreign enterprises, we divide the modern enterprise human resources management system into five major modules: the planning module, the position module, the personnel module, the performance module, and the compensation module. Each of these modules can be further subdivided into several sub-groups, depending on the target audience they serve. The planning system can be regarded as a prerequisite for HR management; only on this basis can job design, staff development, performance improvement, and compensation management be carried out ； Based on HR planning, the job system is a management element that must be given top priority; this specifically includes aspects such as organizational structure, departmental functions, job design, definition of job responsibilities, and staffing levels ； In addition to the position structure, the workforce structure is also a core aspect of HR management, which primarily involves aspects such as recruitment, placement, training, development, and promotion ； Furthermore, within the HR management system, there are also performance systems and compensation systems, which are areas that require particular attention in HR management. The performance system deals with aspects such as the planning, implementation, evaluation, and improvement of employees’ performance, while the compensation system is concerned with determining policies regarding employees’ salaries, benefits, bonuses, as well as designing and adjusting salary structures. **IV: Utilizing scientific and technological tools to ensure fairness in assessments Performance is the standard for measuring an employee’s value; in global HR management, only by being objective and quantitative can fairness and justice in assessments be ensured. The assessment channels must employ reasonable and scientific performance methods. For example, the “8+1 Performance Quantification Technique” focuses on evaluating and managing employees’ performance through eight elements and a single form. Through years of experience in managing the performance of employees in multinational companies, we believe that although there are many aspects to consider in performance evaluation, by focusing on eight key elements—evaluation criteria, methods for calculating these criteria, definition of these criteria, performance indicators, allocation of weights to each criterion, methods for calculating scores, data sources, and evaluation periods—it is possible to grasp the essence of performance assessment. These elements can be compiled into a table, with one table for each position, thereby enabling a comprehensive and clear evaluation of the individuals holding each position. In the “8+1” performance quantification technique, great emphasis is placed on the quantification and clarity of assessment criteria, as well as on the accuracy and rationality of indicators, along with ensuring that data sources are not from within the same department. This approach, which focuses on the technical and instrumental aspects of performance evaluation, is actually very suitable for local enterprises operating in a globalized environment. **V: Utilize comprehensive compensation plans to fully leverage employees’ enthusiasm and initiative. As a key aspect of the workplace and an extremely important element of human resource management, salary systems need to be managed properly, especially in a globalized employment environment. To address this issue, a compensation policy oriented toward a \"total rewards plan\" can be adopted, linking the company’s compensation plans with employees’ individual career plans. On the one hand, it is necessary to design an employee compensation system in a thorough and detailed manner, paying attention to both internal fairness and external competitiveness of salaries; establish salary grade ranges and management policies, while also taking into account the market positioning of these salary levels and the selection of benchmark data. On the other hand, by emphasizing the role of intrinsic motivation for cross-cultural talents, the company actively provides employees with convenient and fast opportunities to \"recharge\" their skills; through online resources or practical training, it offers them advanced knowledge in areas such as engineering, production, quality control, and management techniques, ensuring that every employee has the chance to showcase their individual talents. At the same time, it is necessary to promote a performance-based compensation system that fully leverages employees’ enthusiasm and initiative, enabling them to create more market value for the company. This contribution to the company is not reflected only in performance-based salaries; Nokia has established various internal reward programs and mechanisms, including awards such as the \"Nokia Achievement Award,\" \"Nokia Immediate Recognition Award,\" and \"Nokia Quality Award,\" to reward employees who excel in demonstrating Nokia’s values and to encourage them to share their successes. It is also possible to consider implementing welfare programs in line with local customs, such as issuing cash benefits according to local festivals or traditions; meeting employees’ need for organizational recognition, which includes feeling respected and valued, is another aspect that should be taken into account when planning compensation policies for employees working across countries. **6: Know yourself and your enemy, and you will win a hundred battles. In the context of global talent recruitment, compared to established, well-known multinational companies, domestic enterprises still need to improve in many aspects related to global hiring. Advanced foreign companies can offer valuable insights to domestic enterprises in the following areas: First, carefully design job positions so that employees’ abilities can be fully utilized. The standard for job design in enterprises is \"slightly above appropriate\": tasks that employees are capable of handling, but require some effort to complete well. By designing positions in this way, it not only enables employees to exert their capabilities to the fullest extent but also gives them a sense of achievement for completing tasks of certain difficulty. II. Systematic training to ensure the full development of employees’ potential. Corporate training has many aspects—such as scale, investment, equipment, teaching staff, scientific rigor, practicality, flexibility and diversity of methods, as well as effectiveness—that domestic companies should learn from and reflect on. III. Implement strict assessments to promote the effective utilization of talent. Human resource management is not a charitable endeavor; since human resources are considered resources, their development and utilization must be carried out in a cost-effective manner. Monitoring the input-output situation of human resources through strict and scientific evaluations is a direct way to ensure effective utilization of these resources. IV. Carefully design the compensation and benefits system to increase the company’s “stickiness” regarding employee turnover. It is estimated that the purely material cost of replacing an employee amounts to 150% of that employee’s salary, while the intellectual capital stored in the employee’s mind is even more difficult to quantify. Designing a well-structured compensation and benefits system for employees is an important measure to increase this level of \"stickiness\". In the context of global talent utilization, if corporate HR management starts by fostering a global mindset, builds a solid HR infrastructure, and implements targeted improvements in performance and compensation systems while continuously drawing on the experiences of successful multinational companies and adapting them to local conditions, it can help ensure the long-term sustainability of the enterprise.