China United News Network, March 18th. What kind of people do companies need when AI starts writing code, designing, and even developing solutions? At the International Talent Forum held in Hong Kong on the 18th, the response of company founders was surprisingly consistent: We no longer focus on the professional skills on resumes, but rather want to know where the internal drive of the person sitting across from us comes from?

When AI can easily handle standardized exam questions, what kind of people can be called "talents"?

Talent is the person who can define the future, "said Lin Dahua, co-founder of SenseTime Group." AI can do many things, but it cannot do things that have never been seen before. Understanding the differences between humans and AI is the value of talent. Talents should have the ability to ask the right questions and be able to handle different AI to maximize performance.

He specifically mentioned that the company's budget starting from 2026 will unify the human resources budget into the productivity budget section, and tokens will occupy a significant portion in the next one or two years.

The 'golden rule' of corporate recruitment is also undergoing disruptive changes. KESK founder Basima pointed out that in the past, job seekers often considered whether they had relevant professional knowledge when recruiting, but now everyone can access information from every industry, so the ability to adapt flexibly and adjust to changes is even more important; Curiosity is needed to learn new tools and utilize critical thinking, which has been the biggest change in the recruitment field over the past five years.

Sitting aside, Omran, the Chief Artificial Intelligence Officer of the United Arab Emirates, nodded in agreement, saying that many people are worried that AI will take away their jobs, but in fact, the opposite is true. AI is creating new jobs and ways of thinking. But it also has fatal weaknesses, lacking logical ability and unable to distinguish right from wrong. So, what we need most should be talents who can correct errors for AI.

Ouyang Qijun, the president of Anshu Group, works in a more brutal web3 industry, where he pointed out that there are often situations where recruitment is done in a one-to-one manner. Previously, screening resumes was not done by Ivy League universities, so I didn't even know how to read them. Now, the first five questions for interviews are all about your motivation, interests, and how to deal with unexpected situations. Technical issues? It's not important anymore. I even feel that universities are not prepared to embrace this transformation in cultivating talent

In specific business scenarios, this transformation is more intuitive. Li Yongshi, Chief Executive Officer of Alipay Hong Kong, shares that understanding AI and writing instructions are basic skills for recruitment. The "bonus points" refer to interpersonal relationships and organizational skills. Conventional data analysis machines can calculate faster, but handling vague details and coordinating the interests of different stakeholders are tasks that AI cannot do.

A clear signal has been released: under the wave of AI, enterprises no longer lack people who can work, but rather people who can control tools, define problems, and clarify directions in chaos. The "hard skills" written on resumes are depreciating, and the invisible soft power in interviews has become the focus of competition. (End)