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.

Objective: Iran's talent-related policies have been formulated and implemented to solve the public problems of the country by taking advantage of the talents. In fact, these policies are associated with the theoretical domain of talent research studies that examines the nature of the talent and how to use those talents. Therefore, this paper sets out to identify the prevailing talent research approaches in I. R. Iran's talent policies and to identify the nature of the relationship between these two issues. Methods: This paper is conducted based on the archival research approach using comparative method for identifying talent research approaches as a coding framework for the qualitative content analysis strategy using meta-synthesis approach. Results: We have identified seven approaches in talent research studies: "philosophical", "single factorial", "multi factorial", "subjective", "objective", "generalistic" and "domainbased". Then, we analyzed the content of talent policies and related policy research studies accordingly. This paper reveals that the dominant approaches are the "generalistic" and the "subjective" approaches. Conclusion: Surprisingly, we found out that the lack of a comprehensive talent management theory in designing talent policies has led to a combination of opposing approaches.

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.

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.

One of the important and fundamental issues of human life, which has an effective and important role in advancing his individual and social goals, is the concept of talent and recognizing his abilities. Since the first step in this cognition is to have a clear definition of this concept, the present study seeks to examine the definition in a qualitative way and in an inductive method of exploration in the Holy Qur'an through the aristocracy of God to human existential structures. For this purpose, each of the words of the Qur'an was examined through induction, and a comprehensive network of words, each of which has the meaning of talent, was extracted. These words are: »fel«, »ghadr«, »vos«, »yosr«, »osr«, »nemat«, »fazl«, »sabil«, »kalaf«, » toe«, »varasa«, »shakele« and »togh«. Finally, the vocabulary is summed up in the definition of talent as follows: Talent is a set of intrinsic, generic, and special abilities that fall within each of the following specific areas called shakelah, and thus the context and the motive for generating verbs. And it provides specific actions, along with a special willingness and willingness to go through a clearer and easier path. When they are on their own path, they provide greater scope and power for the individual, overcoming their difficulties and obstacles, and can eventually become a practice in harmony with God's will.

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.