Technology is the primary productive force, industry is the foundation of the economy, and innovation is the primary driving force. Promoting the deep integration of technological innovation and industrial innovation is related to the development of new quality productivity and the shaping of new advantages in international competition. Talents, as the primary resource, are not only the most critical factor in technological innovation and industrial innovation, but also the core link connecting technological innovation and industrial innovation. The outline of the 15th Five Year Plan proposes to improve supporting policies such as personnel establishment, salary and benefits, professional title evaluation and appointment, and promotion through assessment, and to facilitate talent exchange channels among universities, research institutes, and enterprises. This important deployment captures the key variable of "talent" and points out the direction for promoting the deep integration of technological innovation and industrial innovation. The mutual recruitment and sharing of talents helps to integrate technological innovation with industrial innovation, forming a powerful innovation force with circular benefits. Talent mutual employment and sharing is an effective path to promote the deep integration of technological innovation and industrial innovation. Talent mutual employment and sharing refers to a flexible employment mechanism between different innovation entities such as universities, research institutes, and enterprises, which enables high-level talents to provide services to multiple units simultaneously within a certain period of time through contractual double or multiple employment methods without changing the affiliation of high-level talents. Talent mutual employment and sharing cover various forms such as school (institute) enterprise mutual employment, enterprise enterprise mutual employment, school school mutual employment, etc., including traditional forms such as talent leasing and "weekend engineers" for enterprise mutual employment, as well as new practices such as school (institute) enterprise mutual employment of "vice presidents of science and technology", "industry professors", and innovation alliances. In recent years, some provinces in China have focused on cultivating and developing new quality productive forces, and have carried out a series of reform explorations in the mutual employment of talent schools (institutes) and enterprises. Through the innovation of talent allocation mechanisms, not only has the efficiency of talent resource utilization been improved, but it has also effectively promoted the deep integration of scientific and technological innovation and industrial innovation, and promoted the development of new quality productive forces. For example, Zhejiang has innovatively implemented a new model of "dual employment between schools and enterprises" with "staffing in universities, work on platforms, and services in enterprises", and established a collaborative research and development mechanism of "enterprise problem solving, government assistance, platform answering, workshop testing, and market evaluation", effectively bridging the "last mile" of scientific and technological achievement transformation. The reason why talent mutual recruitment and sharing can promote the deep integration of innovation chains in different fields is mainly because it hits the core pain point of traditional industry university research cooperation and connects the key bottlenecks of the innovation chain. One is that mutual recruitment and sharing of talents can solve the problem of "disconnection between research and application" and effectively connect the "innovation chain" and "industry chain". The mutual recruitment and sharing of talents among universities, new platforms, and enterprises has built a two-way feedback channel for knowledge and information. This not only enables university experts to fully understand the technical pain points of enterprises and improve the pertinence of scientific research, but also enables enterprise experts to quickly grasp the progress of scientific and technological innovation and accelerate the integration into the industrial upgrading process, thus breaking through the "intestinal obstruction" of the innovation chain and ensuring that innovation activities always originate from the market and end at the market. Secondly, mutual recruitment and sharing of talents can break the dilemma of "knowledge silos" and effectively connect the "knowledge chain" and "innovation chain". Major technological innovations and industrial breakthroughs often occur at the intersection of knowledge and technology, requiring close collaboration among talents from multiple fields and disciplines. The mutual recruitment and sharing of talents allows talents to flow between different organizations or projects, promoting the gathering and collision of innovative talents from different professions and industries, accelerating knowledge spillover and cross-border integration, and generating a "1+1gt; 2" collaborative innovation effect, connecting the innovation chain from basic research to technology development and industrial application. Thirdly, mutual recruitment and sharing of talents can break down the barriers of "unit ownership" and effectively connect the "circulation chain" and "value chain" of talents. The mutual recruitment and sharing of talents will reconnect the talent chain that has been fragmented by "unit ownership", making it a smooth and efficient innovation network. This not only allows talents to release knowledge and skills on diverse platforms, enhance their own abilities and value, but also promotes the optimization and utilization of high-end talent resources on a larger scale, and improves the overall efficiency of talent allocation and social innovation. Deepening the reform of mutual employment and sharing of talents requires a focus on promoting the "three upgrades". The reform of mutual employment and sharing of talents is a complex systematic project that requires long-term efforts and sustained efforts. At present, the mutual employment and sharing of talents still faces some difficulties: difficulties in personnel management, differences in identity attributes, social security systems, salary systems, assessment standards, etc. among different units; The difficulty of assessment and evaluation lies in the fact that universities prioritize academic papers and awards, while enterprises prioritize products and benefits. The evaluation criteria are diverse and difficult to recognize, posing challenges in quantifying the contributions of talents in the process of mutual recruitment and sharing; The identification of achievements is difficult, and there is a lack of clear and actionable detailed rules for the attribution and distribution of benefits brought about by talent mutual recruitment and sharing. In the face of these challenges, it is currently necessary to focus on promoting the "three upgrades". One is to upgrade the concept and strengthen the reform concept of "innovation ecology co creation". Firstly, the positioning of talents needs to be upgraded, and talents should be regarded as "innovation hubs" that can be dynamically combined around different innovation needs, rather than fixed "human resources" belonging to a certain organization. To this end, the mutual recruitment and sharing of talents should go beyond traditional "transactional" cooperation relationships such as project cooperation and technology transfer, and build a "symbiotic" innovation ecosystem centered on talents. The "symbiotic" innovation ecosystem is driven by the cross integration of talents, which drives the interaction and integration of knowledge, technology, information, funding, and other innovative elements, thereby driving the genetic recombination of the innovation system and giving rise to more "chemical reactions" in the innovation field. Secondly, the evaluation concept of mutual recruitment and sharing of talents needs to be upgraded, not only based on the immediate value brought by talents, but also on the cultivation of talents themselves, the common evolution of both organizations, and especially the continuous optimization of regional innovation ecology during the sharing process. That is to say, the key to evaluating the effectiveness of talent mutual recruitment and sharing lies in whether it plays a role as a "connector" that connects technological innovation and industrial innovation, and as a "catalyst" that stimulates regional innovation vitality. The second is institutional upgrading, increasing the supply and support of public policies. Firstly, formulate and introduce management measures for the identification of shared identities in talent recruitment, clarify the legal attributes, labor relations, ownership of achievements, confidentiality responsibilities, and non compete restrictions of shared talents, promote the standard template of "mutual recruitment and sharing agreements", and consolidate the policy foundation for talent recruitment and sharing. Secondly, explore the implementation of a special plan for talent mutual employment and sharing, setting up special staffing, positions, funds, etc. for talent mutual employment and sharing, providing greater flexibility in staffing, job evaluation, and social security linkage, and providing certain tax, funding, or project support to sending or receiving units based on actual performance, strengthening policy incentives. Finally, establish a policy system for mutual recognition between government and enterprises, comprehensively promote the talent evaluation and mutual recognition mechanism of "enterprise recognition and government recognition", formulate operational methods for incorporating the performance during the period of mutual employment and sharing of talents into the performance evaluation scope of sending and receiving units, guide and promote sending and receiving units to use relevant achievements as important basis for their own performance evaluation, job evaluation, professional title evaluation, etc., and further break down institutional barriers between different systems and units. The third is service upgrading, which enhances the intelligence and specialization level of services. Firstly, build an intelligent public service platform. Establish an authoritative and efficient talent mutual recruitment and sharing supply and demand docking information platform by relevant government departments or third-party institutions, using big data and artificial intelligence technology to accurately match talent supply and enterprise demand, carry out online signing, process management, and achievement tracking, and reduce search and transaction costs. Secondly, promote innovation in service carriers. We can explore the "talent station" or "talent pool" model to provide one-stop professional services such as personnel relationship custody, social security continuity, and salary payment for mutual employment and sharing of talents. This not only solves the management inconvenience of sending and receiving units, but also eliminates the worries of talents in mobility. Finally, vigorously cultivate a good cultural ecology. Commending successful examples of talent mutual recruitment and sharing, promoting the new talent concept of "not seeking everything, but seeking what is needed", creating an innovative culture that encourages tolerance for failure and courage to explore, and cultivating a cultural soil for talent mutual recruitment and sharing. Author: Zhao Quanjun (Secretary of the Party Committee and Researcher at Zhejiang University of Technology)