Background and objective: The present study was conducted to evaluate the talent management model with emphasis on talent identification and talent development processes of human resources staff of Saipa Automotive Company. Method: This research is applied in terms of purpose and descriptive-correlational in terms of the data collection method. The statistical population of this study included all employees of the human resources unit of Saipa Automotive Company, numbering 260 people, using a random sampling method, and 155 people were selected as a sample. In order to collect data, a researcher-made questionnaire consisting of 40 closed-ended questions was used. The validity of the questionnaire was reviewed and confirmed using the opinion of experts in the relevant field and its reliability was calculated using Cronbach's alpha (94. 5%). After collecting and summarizing, the quantitative data were analyzed through structural equation modeling and the partial least squares method with the help of PLs software. Findings: The results of the analysis show that the two processes of talent development and talent identification can explain talent management, and on the other hand, the components of talent participation, talent training and improvement, and development of talent relationships have the greatest impact on the talent development process. Finally, the selection of talents, the establishment and use of talents, the recruitment and acquisition of talents, and finally the identification and identification of talent sources have the greatest impact on the talent identification process. Conclusion: The results of the research show that the process of talent identification includes identifying talented resources, attracting and acquiring, selecting and establishing and employing them, and the talent development process includes training and improving talents, attracting talent participation and developing talent relationships. The results of the present study indicate that creating a superior environment in order to attract, retain and develop employees requires that talent identification be considered as a key axis in the process of identifying, identifying, attracting, acquiring, selecting, establishing and employing talented resources.

This research aims to develop a theory of talent management. The research method is qualitative based on grounded theory. Data were gathered in investment market as theoric sampling and 16 interviews were done by managers of investment market. The results of open, axial and selective coding lead to develop Dual-core HR architecture theory. Based on this theory, organizations should differentiate their HR system into two sections (core). In the first core, non-key people (B players) and in the second core, key people (A players) should be managed.

The current research set out to identify and rank motivational factors that may reinforce talented individuals to work at the Islamic Republic of Iran Broadcasting Company (IRIB) through Delphi Ranking. In the first stage of the study, a comprehensive interview was conducted with a purposive sample of 30 experts based on which 245 related factors were initially detected through qualitative coding method. Next, similar factors were eliminated leading to 64 unique factors which were subcategorized into three major categories. The second and third stages of the study involved scrutinizing the five main factors in each category. Further, the identified factors were ranked and the calculation of the Kendall coefficient indicated a strong consensus among participating experts. Ultimately, three main factors were delineated including those influencing the occupational nature and space, the main factors governing organizational structure and those impacting remunerations, extra benefits and welfare facilities. Taking these factors into account can function as added incentive for the talented to cooperate with the IRIB that might be considered as a creative industry with human capital as the strongest predictor of its success.

This research aims to investigate the influential factors on talent management. In order to so, a questionnaire was designed for investigating the role influential factors on talent management. Later, validity and reliability of the questionnaire was measured through exploratory and confirmatory factor analysis in a sample of 174 top managers of governmental organizations. The contribution of this research is the consideration of the role influential factors on talent management in organizations, to which little has been paid in previous similar research. The research method was survey-correlation and specifically factor analysis. In fact, the researcher has considered the role influential factors on talent management. Due to little attention that has been paid to talent management in public organization in previous research, the researcher in this research has investigated talent management with a specific approach in public organizations. The findings indicate the inevitable role of human resources management and governmental rules and regulations on talent management in public organizations.

Extended Abstract The current paper was to design talent management process model for university faculty members of talent-driven universities. This is an applied qualitative-quantitative study in two stages. In the qualitative phase, the components of talent management were identified using semi-structured interviews with 18 managers and faculty members of Isfahan University, Isfahan Medical Sciences University and Isfahan University of Technology through purposive sampling method with regard to data saturation, and analyzed using content analysis method and deductive inductive approach. . . .

The purpose of this study is to identify and evaluate the relationship between talent management and organization considering talent people, job security and existence of people for key positions. This article considers four factors as the antecedents of talent management based on the findings of literature review. A questionnaire is designed to collect data employed in this study to measure the effect of talent management on its antecedents. The questionnaire is distributed among 154 managers of public organizations. A factor analysis technique is used to examine empirical model. The results show that creating talent pool, decreasing leaving rate in organization and existence of people for key position are important factors in talent management of organization.

In order to retain competent human resources as a rare and valuable organizational source and guarantee the performance, Successful organizations have considered recognizing and developing talents. The present study is done in order to "design talent management model in the banking industry and to determine & prioritize dimensions and components". First, the literature was studied well and according to that, the elemental model was designed. Considering the purpose, the current study is applied and method of the research is mixed exploratory. Then, deep and targeted structured interview was conducted with 15 selected individuals, consisting of two groups of managers, experts and academic experts, as well as managers and banking professionals and gathered data was analyzed using content analysis method and dimensions and components were determined. After that, a researcher-made questionnaire was used to confirm and prioritize research model. For validity of questionnaire, content considered and for reliability, Cronbach's alpha was used. The questionnaire distributed between 164 people including heads and deputies of the of welfare of workers bank, national bank and Saman bank and, in order to analyze the data, the structural equation modeling method was applied using the smart P. L. S. 3 software. According to the results of study, nine dimensions and 80 components were identified & prioritized. About this, talent retaining factors, talent management results, talent strategy, talent development methods, talent characteristics, talent absorb and selection methods, talent assessment, banking industry characteristics and organizational culture have significant roles in explaining talent management model in the banking industry.

The new era we are in is characterized by features such as innovation, knowledge development, globalization and competition increase. As a result, organizations use all their power - human capitals are the most important - to win the competition. Some well-known consulting groups in recent years have gained organizations and researchers' attention in terms of talent management as one of the most important issues and challenges in basic human resource management. The issue has, therefore, received considerable attention among researchers and managers. Despite this, a lot of authors have pointed out some ambiguities in the definitions, scope and objectives of the area as one of its weaknesses. To resolve this ambiguity, several analyses have been conducted by researchers, but recent surveys have proved it to be insufficient. The present study by adopting a similar approach is to introduce a strong theoretical basis for building up different definitions of talent management. Thus, through implementing a qualitative research on former researches and using thematic analysis method and theoretical sampling, it has gained an eightfold category in terms of looking to talent. Finally, eight groups of definition for talent management are presented, which are based on the proposed categories.