In the context of rapidly evolving economic patterns in the Asia-Pacific region, enterprises face unprecedented talent management challenges. Frequent talent mobility, cross-cultural management barriers, and digital transformation pressures are all testing business resilience. Building a scientifically complete business continuity plan has become a top priority in human resource management for Asia-Pacific enterprises.

According to 2024 survey data from Singapore’s Ministry of Manpower, over 65% of multinational companies experienced business interruption risks due to core position turnover within their first three years of entering the Asia-Pacific market. Companies that established comprehensive business continuity plans saw an average 40% increase in talent retention rates and a 56% reduction in business interruption risks. This highlights the importance and urgency of building business continuity systems from a human resources perspective.

I.Strategic Value of Business Continuity Planning

1.1 HR Challenges in the Changing Asia-Pacific Regional Environment

The Asia-Pacific region is undergoing profound economic and social changes, bringing unprecedented challenges to enterprise human resource management. The “Asia-Pacific Talent Development Trends Report” released by Singapore’s Ministry of Manpower in 2024 points out that the regional labor market faces “triple pressures”: accelerating demographic aging, accelerating digital transformation, and changing career concepts among the new generation. Japan, as the country with the most significant aging population in Asia-Pacific, has seen its population aged 65 and above exceed 29%, expected to reach 30.9% by 2025. This poses severe challenges for enterprises in talent reserve and skill inheritance.

In terms of digital transformation, South Korea took the lead in launching the “Digital New Deal 3.0” plan, requiring enterprises to complete comprehensive digital upgrades by 2025. This forces companies to redesign their talent structure and accelerate the cultivation of compound talents with digital skills. According to statistics from the Korea Labor Institute, over 78% of enterprises have undergone major adjustments in job responsibilities due to digital transformation in the past two years, with 45% experiencing key position talent gaps.

A 2024 survey by the Australian Centre for Career Research shows that Generation Z employees have an average tenure of only 1.8 years, nearly 40% shorter than the previous generation. This high-frequency talent mobility poses new requirements for enterprise talent management systems. Meanwhile, talent competition in Asia-Pacific financial centers such as Singapore and Hong Kong is intensifying, with frequent movement of high-end talent, requiring enterprises to establish more resilient talent retention mechanisms.

1.2 Evolution and Trends of Business Continuity Management

Against this background, the concept and practice of Business Continuity Management (BCM) continue to evolve. From initial disaster recovery plans to comprehensive risk management systems and now to resilient organization building, BCM’s connotations keep expanding. The “Enterprise Resilience Guide” released by Malaysia’s Ministry of Human Resources in 2024 for the first time incorporated talent management into the BCM core framework, emphasizing talent resilience as a key guarantee for sustainable business operations.

The practical experience of leading enterprises in the Asia-Pacific region shows that effective business continuity management requires establishing a “trinity” guarantee system. Singapore Telecommunications Group has controlled its talent loss rate to 50% below the industry average through establishing a closed-loop management system of “key position identification-succession planning-capability development.” Toyota in Japan innovatively combines the “master-apprentice system” with modern talent management methods to establish a unique skill inheritance system, effectively ensuring the intergenerational transfer of core technologies.

At the regulatory level, Asia-Pacific countries continue to improve relevant institutional construction. The Australian Securities Exchange (ASX) revised its corporate governance principles in 2024, requiring listed companies to disclose detailed talent succession plans and key position risk control measures for the first time. Hong Kong Special Administrative Region issued the “Enterprise Talent Resilience Building Guidelines” in 2024, providing detailed implementation frameworks and evaluation standards for enterprises.

Currently, business continuity management shows four significant trends. First is digital transformation, with enterprises increasingly using artificial intelligence and big data technologies for talent risk warning and successor selection. Second is localization adaptation, with multinational companies paying more attention to combining BCM with local cultural characteristics. Third is agile response, with enterprises building more flexible talent management mechanisms to respond to rapidly changing market environments. Fourth is integration and upgrade, deeply integrating business continuity management with enterprise strategic development.

IT enterprise clusters in Bangalore, India have begun experimenting with applying artificial intelligence technology to talent risk prediction, identifying potential talent loss risks in advance by analyzing employee behavioral data, performance, and other multi-dimensional information. This approach has improved the accuracy of talent risk warning by 65%. Technology enterprises in Taiwan generally adopt a “dual-track” successor cultivation model, simultaneously reserving technical and managerial successors for each key position, greatly enhancing the flexibility of talent reserves.

At the “Asia-Pacific Talent Management Summit” held in Hanoi, Vietnam in 2024, experts generally believed that over the next five years, business continuity management will further transform towards “predictive management.” Enterprises need to establish more forward-looking talent risk prevention and control systems, building truly resilient organizational structures through technology empowerment and mechanism innovation.

II. Key Talent Identification and Capability Building

2.1 Core Position Identification Methodology

In the complex and changing business environment of the Asia-Pacific region, accurately identifying enterprise core positions has become the primary task of business continuity management. The “Asia-Pacific Enterprise Core Position Research Report” released by Singapore Management University in 2024 shows that over 67% of enterprises have obvious deviations in core position identification, leading to misallocation of talent investment resources. For this, leading enterprises generally adopt a “four-dimensional assessment method” to identify core positions.

The first dimension is business impact assessment. Toyota Motor Corporation innovatively developed a “business criticality matrix,” accurately identifying key nodes affecting enterprise operations through quantitative scoring of positions’ correlation with core business processes. This method has been adopted by Hyundai of Korea and Tata of India, improving the accuracy of core position identification by an average of 40%.

The second dimension is knowledge and skill scarcity assessment. In Australia’s mining sector, Rio Tinto established a “skill scarcity index” to dynamically monitor the supply and demand of professional skills required for different positions in the labor market. Data shows that after adopting this method, enterprises’ return on investment in talent reserves improved by 35%.

The third dimension is replacement difficulty assessment. DBS Bank of Singapore innovatively proposed the “position replacement cost model,” comprehensively considering recruitment costs, training time, business connection losses, and other factors to quantify the difficulty of position replacement. This method helped enterprises improve the accuracy of core position identification to 92%.

The fourth dimension is strategic value assessment. Taiwan Semiconductor Manufacturing Company (TSMC) took the lead in adopting a “strategic contribution scorecard,” incorporating positions’ support for enterprise development strategy over the next 3-5 years into the evaluation system. This forward-looking assessment method has been widely applied in Asia-Pacific high-tech enterprises.

2.2 Multi-dimensional Talent Assessment System

After determining core positions, establishing a scientific talent assessment system is crucial. Samsung Electronics’ updated talent assessment framework in 2024 introduced a “five-dimensional stereoscopic assessment model,” greatly improving the accuracy and predictability of talent assessment. This model includes five dimensions: professional competence, leadership, innovation capability, learning ability, and cultural fit.

In professional competence assessment, Singapore Airlines innovatively adopts a hybrid assessment method of “scenario simulation + practical assessment,” combining traditional skill assessment with real work scenarios. This method has improved talent capability assessment accuracy by 45% and has been adopted by multiple enterprises including Malaysia Airlines.

In leadership assessment, Commonwealth Bank of Australia uses “360-degree feedback + big data analysis,” forming more comprehensive leadership portraits by collecting multi-dimensional evaluations from subordinates, colleagues, and superiors, combined with daily work behavior data. Practice proves that this method’s prediction accuracy is 56% higher than traditional assessment methods.

In innovation capability assessment, SoftBank Group of Japan developed an “innovation potential index” assessment tool, quantitatively scoring employees through multiple dimensions including performance in innovation projects, patent applications, and quality of improvement suggestions. This tool has been adopted by nearly hundred Asia-Pacific technology enterprises, improving innovation talent identification accuracy by an average of 38%.

2.3 Skill Matrix Construction Practice

Skill matrix is an important bridge connecting position requirements with talent capabilities. The “Dynamic Skill Matrix Model” launched by Tata Consultancy Services (TCS) of India in 2024 innovatively divides skills into three levels: core skills, supporting skills, and development skills, precisely matching them with position requirements.

At the core skill level, Singapore’s Government Technology Agency (GovTech) innovatively adopts “modular skill mapping,” breaking down the key skills required for each core position into quantifiable and assessable skill modules. This approach not only improves the precision of skill assessment but also provides clear path guidance for talent development.

For supporting skills, LG Group of Korea took the lead in launching the “Cross-domain Skill Configuration Model” in the Asia-Pacific region, emphasizing that core position talents need to master supporting skills in related fields besides professional skills. Data shows that after adopting this model, employees’ position adaptation ability improved by an average of 42%.

At the development skill level, HSBC Hong Kong innovatively proposed the “Future Skill Prediction Framework,” planning ahead for emerging skills that may be needed in 3-5 years through analyzing industry development trends and technology evolution paths. This approach has helped enterprises achieve significant advantages in talent cultivation.

Notably, skill matrix construction needs to consider cultural differences and local characteristics in the Asia-Pacific region. For example, in Japanese enterprises, the inheritance of “tacit knowledge” is considered an important component of core skills. In Indian IT enterprises, agile development and cross-cultural communication abilities are listed as essential supporting skills.

The implementation effects of skill matrix also need continuous monitoring and optimization. Singapore Telecommunications’ newly adopted “skill health index,” through regularly assessing skill coverage rate, update rate, and application effectiveness, ensures the skill matrix maintains practicality and forward-looking nature. According to surveys, enterprises adopting this method saw an average 53% improvement in employee skill enhancement efficiency.

III. Successor Development System Design

3.1 Talent Pipeline Building Strategy

In the rapidly changing business environment of the Asia-Pacific region, building multi-level talent pipelines has become a core driver of enterprise sustainable development. The “Asia-Pacific Enterprise Talent Pipeline Building Research Report” released by Nanyang Technological University Singapore in 2024 shows that enterprises successfully establishing complete talent pipelines have significantly higher operational resilience than peers, with business continuity risks reduced by about 62%.

Sony Group of Japan took the lead in proposing the “4+3+2” talent pipeline building model, reserving 4 potential successors for each core position, with 3 in the medium-term cultivation stage and 2 reaching short-term succession readiness. This model has proven effective in reducing talent gap risks and has been adopted by over 200 Asia-Pacific enterprises. After one year of implementation, these enterprises’ key position vacancy duration shortened by an average of 68%.

Hyundai Motor Group innovatively launched the “Cross-training Program,” cultivating compound succession talents through rotation among different business units. Data shows that employees participating in this program had 45% shorter adaptation periods after promotion and a 57% increase in excellent performance rates compared to traditional linear cultivation models.

In Taiwan, TSMC pioneered the implementation of “Technical Expert-Manager Dual Channel” cultivation mechanism, allowing core talents to choose professional technical or management paths based on personal characteristics, with the ability to switch at different stages. This mechanism significantly improved talent retention rates, extending technical experts’ average tenure by 3.2 years.

Commonwealth Bank of Australia adopts the “Dynamic Talent Pool” management method, regularly adjusting successor reserve plans based on business development needs and talent growth. Through establishing flexible promotion channels, the bank successfully increased internal succession rates for key positions to 85%, far above the industry average.

3.2 Cultural Adaptation of Succession Plans

In advancing succession plans, cultural adaptability has become a key factor determining success or failure. Research by Petronas shows that over 65% of succession plan failure cases are related to insufficient cultural adaptability. Leading enterprises are therefore conducting localized innovation practices.

DBS Bank Singapore took the lead in launching the “Cultural Mentor System,” assigning a senior manager well-versed in corporate culture as a cultural mentor for each successor, helping them better understand and integrate into the organizational culture. Practice proves that successors using this method achieved 43% higher team management satisfaction compared to traditional methods.

In Japanese enterprises, “collective decision-making” and “gradual progression” are indispensable cultural elements in succession plans. Mitsubishi Electric Corporation innovatively designed a “Stepped Succession Model,” dividing the succession process into four stages: observation period, participation period, practice period, and transition period, with clear cultural identity assessment indicators for each stage. This approach improved successors’ cultural identity by 75%.

Tata Group in India fully considers South Asian cultural characteristics, combining “family values” with modern corporate governance to launch the “Cultural Heritage Officer” system. These special position personnel are specifically responsible for ensuring consistency between succession plans and corporate values, effectively improving succession plan success rates.

3.3 Personalized Development Path Design

Considering the different characteristics and development needs of each successor, personalized development path design has gained increasing attention. SK Group’s “Individual Development Map” (IDP) system launched in 2024 uses big data analysis and artificial intelligence algorithms to create tailored development plans for each successor.

In practice, Singapore Telecommunications adopts a “Modular + Self-selection” training program, breaking down successor development projects into different capability modules, allowing successors to choose development priorities based on personal circumstances and position requirements. This flexible approach improved training effectiveness by 58%.

HSBC Hong Kong innovatively launched the “Flexible Learning Credit System,” allowing successors to arrange the timing and sequence of various learning activities according to personal development needs. Data shows that this self-directed learning model improved effectiveness by 62% compared to traditional uniform training plans.

BHP Group in Australia adopts a “Scenario-based Learning” approach, designing targeted practical exercise projects based on successors’ capability gaps. Through real business environment experience, successors’ capability improvement speed is 40% faster than traditional training methods.

Notably, personalized development paths also need corresponding support mechanisms. Toyota innovatively established a “Growth Support Fund” providing specialized resource support for successors’ personal development. This includes investment in international exchange, professional certification, innovation projects, and other dimensions, significantly improving the implementation effectiveness of development plans.

Meanwhile, dynamic adjustment mechanisms for development paths are also crucial. Changi Airport Group adopts a “Quarterly Survey + Monthly Feedback” approach to timely understand successors’ development status and changing needs, ensuring development plans maintain optimization. Practice proves that this continuous optimization mechanism improved succession plan completion quality by 47%.

IV. Risk Prevention and Emergency Response

4.1 Talent Loss Risk Warning

In the increasingly competitive talent environment of the Asia-Pacific region, establishing an effective talent loss risk warning mechanism has become particularly important. According to Deloitte Consulting’s “Asia-Pacific Talent Mobility Trends Report 2024”, the unplanned loss of core talent causes direct losses averaging 213% of the position’s annual salary, while indirect losses are even more difficult to estimate.

Singapore’s DBS Bank pioneered the “Talent Early Warning System” (TEWS), which uses machine learning algorithms to analyze over 200 indicators including employees’ work behavior, social networks, and salary satisfaction, establishing a loss prediction model with 87% accuracy. The system can warn of potential resignation risks 3-6 months in advance, providing management with sufficient time to take intervention measures.

Japan’s Dentsu Group innovatively introduced a “Happiness Index Monitoring” mechanism, building an employee engagement assessment system through regular anonymous surveys, one-on-one interviews, and behavioral data analysis. Data shows that after adopting this mechanism, high-potential talent retention rate increased by 45%, and employee satisfaction rose by 38 percentage points.

Samsung Electronics’ “Full-cycle Risk Monitoring” solution implemented in the Asia-Pacific region systematically organizes and dynamically monitors risk points across all aspects of talent management. By establishing a risk assessment matrix covering multiple dimensions including recruitment, development, deployment, and motivation, it effectively reduced talent loss rates, with core technical personnel annual turnover rate dropping from 8.5% to 3.2%.

4.2 Knowledge Transfer Assurance Mechanism

Knowledge transfer has become a crucial component of business continuity management. According to National Australia Bank’s 2024 research, over 70% of business interruption events are directly related to insufficient critical knowledge transfer. In response, leading companies are exploring innovative knowledge management solutions.

Taiwan’s TSMC pioneered a “Knowledge Mapping System” that systematically organizes and visually presents core position professional knowledge, operational skills, and lessons learned. By establishing a detailed knowledge archive, the company successfully shortened new hire adaptation periods by 65%, significantly reducing business continuity risks.

India’s Wipro Technologies adopted a “Two-way Knowledge Exchange” model, facilitating effective tacit knowledge transfer through cross-generational and cross-departmental knowledge sharing platforms. This innovative approach not only improved knowledge transfer efficiency but also stimulated organizational innovation, with employee innovation proposals increasing by 42% annually.

Malaysia’s Petronas established a “Critical Knowledge Protection Mechanism,” systematically preserving and transferring core business knowledge through technical documentation, video recording, expert interviews, and other methods. Practice has proven that this approach shortened key position business transition periods by 57%, significantly reducing talent turnover risks.

4.3 Crisis Event Response Plans

Establishing comprehensive emergency response mechanisms is crucial when facing sudden talent crises. Singapore Telecommunications’ recently released “Crisis Management Best Practice Guide” emphasizes that a mature crisis response system should include four key elements: prevention, early warning, handling, and recovery.

Toyota Motor Corporation innovatively developed a “Crisis Event Tiered Response” mechanism, categorizing talent-related crisis events into four levels based on impact scope and urgency, and establishing corresponding handling procedures and resource allocation plans. This mechanism played a crucial role in several core talent resignation events in 2024, minimizing business interruption time.

Hyundai Group’s implemented “Golden 72 Hours” emergency plan details each department’s responsibilities and action plans during the crucial 72 hours after a crisis occurs. By establishing clear decision chains and communication mechanisms, it ensures quick and effective responses during crises. Practice has proven that this plan reduced crisis handling time by an average of 58%.

In terms of preventive measures, HSBC Hong Kong’s “Crisis Simulation Exercise” program has garnered attention. The bank regularly organizes core team crisis response drills, simulating various potential talent crisis scenarios to enhance team emergency handling capabilities. Data shows that teams participating in drills performed approximately 47% better in actual crisis handling than non-participating teams.

Notably, post-crisis recovery and review are equally important. Singapore’s Changi Airport Group established a “Post-crisis Assessment” mechanism, continuously improving emergency plans through systematic analysis of crisis causes, handling processes, and impact consequences. This continuous improvement approach has led to yearly enhancements in the group’s crisis response capabilities, with crisis handling satisfaction reaching 92%.

Meanwhile, crisis prevention also requires establishing corresponding early warning indicator systems. BHP Group’s “Early Warning Indicators” (EWI) system, developed in Australia, detects potential crisis risks by monitoring soft indicators such as organizational atmosphere, team morale, and resignation intentions. This system has successfully prevented multiple major talent crisis events.

V. Digital Empowerment and Continuous Optimization

5.1 Talent Data Analysis and Application

In the wave of digital transformation, talent data analysis has become crucial support for enterprise talent management decisions. According to IDC’s latest “2024 Asia-Pacific HR Technology Application Trends Report,” over 85% of enterprises are increasing investment in talent data analysis, with the related market size expected to exceed $20 billion by 2025.

Singapore Telecommunications innovatively built a “Panoramic Talent Data Platform,” integrating full-dimensional data including recruitment, training, performance, and compensation. Through data lake technology architecture, it achieved real-time monitoring and analysis of over 1,000 talent indicators. This system helped improve talent decision accuracy by 67% and talent management efficiency by 45%.

Japan’s SoftBank Group pioneered the adoption of “Predictive Analysis Models,” using machine learning algorithms to deeply mine historical data and accurately predict talent development trends and potential risks. The model achieved 91% prediction accuracy in areas such as talent loss warning and successor selection, significantly enhancing talent management foresight.

LG Group innovatively developed a “Talent Portrait System,” creating digital portraits of each employee through integrated analysis of multi-dimensional data including work performance, learning ability, and career inclinations. This system improved talent matching efficiency by 72% and position compatibility by 58%.

5.2 Intelligent Management Tool Integration

With the rapid development of artificial intelligence technology, intelligent tools are increasingly applied in talent management. Commonwealth Bank of Australia’s “AI-driven Talent Management Platform” launched in 2024 integrates multiple cutting-edge technologies including machine learning and natural language processing, achieving intelligent upgrade of the entire talent management process.

Taiwan’s Foxconn Technology Group developed an “Intelligent Talent Allocation System” that achieves automated recommendation for position matching through deep learning algorithms. The system can generate optimal matching solutions within seconds based on position requirements and talent characteristics, improving talent deployment efficiency by 85%.

India’s Tata Consultancy Services (TCS) launched an “Intelligent Learning Assistant” that creates personalized learning plans for each employee using adaptive learning algorithms. By tracking learning progress and effectiveness in real-time, the system can dynamically adjust learning content and methods, improving employee learning efficiency by 63%.

Malaysia’s Keppel Group’s “Intelligent Performance Management Tool” achieves intelligent assistance and analysis of performance interviews through natural language processing technology. The system can automatically identify key information and generate structured evaluation reports, improving performance management efficiency by 54%.

5.3 Dynamic Assessment and Optimization Mechanism

Establishing dynamic assessment and optimization mechanisms has become particularly important in the rapidly changing business environment. HSBC Hong Kong’s developed “Real-time Feedback System” achieves immediate performance feedback and capability assessment through mobile applications, greatly improving assessment timeliness and accuracy.

Singapore’s Changi Airport Group adopted an “Agile Optimization Model,” breaking down talent management processes into multiple small iteration cycles, achieving progressive improvement in management effectiveness through continuous testing and improvement. This method significantly enhanced the adaptability of the talent management system, improving optimization response speed by 76%.

Mitsubishi Electric Corporation innovatively established a “360-degree Digital Assessment System,” achieving comprehensive assessment of employee capabilities and performance through multi-source data collection and intelligent analysis. The system not only integrates information from multiple dimensions including supervisor evaluations, peer feedback, and customer reviews but can also automatically generate personalized improvement suggestions.

Hyundai Motor Group’s launched “Dynamic Capability Map” automatically updates organizational capability distribution maps by tracking employee skill development in real-time. This tool helps enterprises identify capability gaps promptly and optimize training resource allocation, improving talent development targeting by 68%.

In terms of optimization mechanisms, BHP Group established a “Data-driven Continuous Improvement System,” identifying talent management optimization opportunities through regular data analysis and performance evaluation. The system automatically generates improvement suggestions and tracks implementation effects, forming a closed-loop optimization mechanism.

Notably, the application of digital tools also needs to focus on human-centric design. In advancing digital transformation, DBS Bank particularly emphasizes the concept of “people-first,” ensuring tool usability and acceptance through establishing user-friendly interfaces and comprehensive training support. Practice has proven that this approach improved digital tool usage rates by 82% and achieved 94% user satisfaction.

Insights and Outlook

Against the backdrop of rapidly changing economic patterns and business environments in the Asia-Pacific region, the importance of business continuity management and talent succession planning is increasingly prominent. Through in-depth analysis of leading enterprise practices in the region, we can draw the following key insights.

First, digital transformation has become a core driver for enhancing talent management effectiveness. From Singapore Telecommunications’ panoramic data platform to SoftBank’s predictive analysis model, technology empowerment is reshaping traditional talent management models. However, the application of digital tools must align with enterprises’ actual needs and cultural characteristics, as demonstrated by DBS Bank’s “people-first” philosophy.

Second, regional cultural differences require enterprises to maintain sufficient flexibility in talent management strategies. The successful practices of Hyundai and Toyota demonstrate that localization adaptation and cultural integration are key factors in ensuring effective implementation of talent management initiatives. Enterprises need to fully consider national characteristics while maintaining global unified standards, achieving “global thinking, local action.”

Third, risk prevention and crisis response capabilities are becoming important components of enterprise core competitiveness. From TSMC’s knowledge mapping to HSBC’s crisis simulation exercises, forward-looking risk management and systematic emergency plans have become fundamental guarantees for business continuity management. Enterprises need to establish more comprehensive risk warning mechanisms and rapid response systems.

Fourth, talent development must deeply integrate with business strategy. Practices from institutions like Commonwealth Bank of Australia show that only by closely aligning talent management initiatives with enterprise strategic objectives can the sustainability and effectiveness of succession plans be ensured. This requires enterprises to establish more agile organizational structures and more flexible talent development mechanisms.

Looking ahead, with the continuous development of new technologies such as artificial intelligence and big data, talent management will see more innovative breakthroughs. Enterprises need to continuously monitor technology development trends, actively explore new management tools and methods, and constantly optimize talent development systems. Meanwhile, while pursuing efficiency improvements, they should also focus on humanistic care, ensuring balanced development between digital transformation and human-oriented management.

Finally, talent competition in the Asia-Pacific region will continue to intensify, requiring enterprises to pay more attention to talent reserves and pipeline building. Through establishing scientific evaluation systems, comprehensive development mechanisms, and effective incentive measures, continuously improving talent management levels will provide solid talent support for enterprises’ sustainable development. In this new era full of challenges and opportunities, only by consistently placing talent development at a strategic level and continuously innovating management methods can enterprises maintain lasting competitive advantages in fierce market competition.

Conclusion

For enterprises expanding in the Asia-Pacific market, establishing sound business continuity plans is not only a protective network for risk avoidance but also an accelerator for achieving sustainable development. Research shows that enterprises with comprehensive business continuity systems in the Asia-Pacific region significantly improve their market competitiveness and brand influence, with average performance growth rates 25% higher than their peers.

In today’s increasingly intense global competition, enterprises can only take initiative in market competition by establishing business continuity management systems adapted to Asia-Pacific regional characteristics. This not only relates to enterprises’ short-term operating performance but directly affects their long-term development in the Asia-Pacific market. Through systematic talent management solutions, enterprises can maintain organizational resilience in dynamic market environments, continuously release innovation vitality, and ultimately achieve sustainable success in the Asia-Pacific market.