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HR policies are no longer just sporadic actions in search of individual performance and competitive advantages. They are now an integral part of corporate strategies, whether in terms of production, positioning, or culture. Yet, at a time when artificial intelligence is seducing scientists and politicians alike, natural intelligence is still not measured in companies. Also, what is the place of high intelligence quotients (HIQs) in firms? In France, only children are taken into account; adult HIQ does not benefit from the same support. This may be due to the fact that professionals alternately use the terms high potential (HP) or talent to describe an HIQ person, without any objectively justified reason. Within the framework of research on the detection, integration, and support of HIQ in organizations, this article therefore anchors the semantic bases necessary for the continuation of our investigations by questioning the literature on the managerial acceptances and perceptions of the three concepts of talent, HP, and HIQ. In particular, it highlights the semantic convergences and divergences that ultimately allow for a clear definition of what we should understand by talented individual, high-potential collaborator, and HIQ person.