Purpose: The purpose of this study was to identify the dimensions, components and indicators of talent management. Methodology: The method of the present study was qualitative and in terms of purpose was part of applied / basic research. The target population includes professors in different fields in universities who had a history of teaching at different levels in the Islamic Azad University in the university units of Mazandaran. Sample size was selected based on purposive sampling, 10 people. The research tools were semi-structured interviews, document review and web pages as a visual medium for applying multilateralism. The validity and reliability of the instrument were evaluated and confirmed. Content analysis was used to analyze the data. Findings: The results showed that the dimensions, components and indicators of talent management include talent retention (replacement), talent retention (service compensation system), talent retention (empowerment), talent retrieval (employment brand), talent retrieval (tools and resources) is. Conclusion: Explaining the above findings, it can be said that universities are considered to be one of the most fundamental elements of change and one of the most important factors in shaping the future world. Due to the drastic changes that have affected the world of higher education today, the goals, programs and orientations of universities have become more and more in the spotlight.

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 talent acquisition for start-up businesses is a crucial concept that can lead to several significant problems such as market share decline if overlooked. The situation worsens when start-up businesses decide to keep pace with digital developments and start incorporating digitalization into their talent acquisition strategies. For this purpose, the current research sought to provide a framework for talent acquisition in start-up businesses, focusing on talent recruitment, selection, and onboarding in the digital platform.   Methodology The research adopted a qualitative approach, more precisely a multiple-case study design. This strategy sought to understand the research problem in depth and to generate rich experiences from participants. Twenty purposely selected managers and specialists from four purposely selected information technology start-up businesses that are experts in the field were involved. Data was collected through semi-structured interviews with an analysis based on thematic analysis conducted in three stages.   Findings Following the interviews, the data was coded in three stages, leading to the extraction of three general categories consisting of basic themes, organizing themes, and comprehensive themes. The final stage of research coding identified ten key themes for talent acquisition in startups, including: taking an aggressive approach to talent acquisition, creating a strong employer brand, managing relationships with talents, identifying risks in talent selection, designing selection criteria and methods, determining selection quality, setting onboarding timelines, and developing learning methods and content for onboarding.     Conclusion Drawing from the identified themes, this study proposes three digitalization-driven strategies to enhance talent acquisition in startups: talent recruitment, talent selection, and onboarding processes. In talent recruitment, aligning strategy with digital transformation to attract a diverse talent pool is crucial. Implementing an agile selection system using technology is recommended for talent selection while updating onboarding processes for agility is vital in the onboarding phase. Finally, a conceptual model presenting final strategies and comprehensive themes was developed as a framework for talent acquisition in start-up businesses, emphasizing the importance of having a structured approach to talent management. A talent acquisition framework is an important step for startups because it helps them in their digital recruitment strategy, enabling their productivity to be better.

Background and objective: The importance of human resources in today's organizations is obvious but this importance is increasing every day due to lack of human resources. Human resources, which is known as talent, is the main competitive advantage of organizations, especially in start-ups based on employee creativity. This study aims to provide a qualitative model of talent management in start-ups. Method: This research is a developmental one from the perspective of purpose and a qualitative research from the perspective of implementation method with content analysis method. Participants in the study include experts and human resource managers in startups who have at least a bachelor's degree and 5 years of management experience in this field. The collection method in this field research is semi-structured using in-depth interview tools, and the results are analyzed using several coding steps. Findings: According to the research results, the identified model based on talent management in start-up businesses has four main factors called; talent recruitment, utilization of talents, retention of talents and development of talents, and these factors have the following factors; Employer brand, organizational attractiveness, recruitment strategy, source selection, performance-based pay, promotion opportunities, delivery, commitment, job-to-job fit, career planning, effective evaluation, effective leadership, internships and coaching, training, job enrichment and rotation.

Extended Abstract Changing economic and technological paradigms, causes very significant issues in different industries, especially technology-laden ones, like telecom. One of the most important issues is talent management; acquisition, development and retention of talents. This is because after McKinsey’ s talent war notion, many companies, adopt focused efforts and investment in this part of human resource management of their companies. Academic researchers also entered the field and tried to explore different aspect of talent management. . . .

talent management has been introduced as one of the five main priorities of the human resources department in organizations, which seeks to attract the best talents of human resources in the competitive market and employ and maintain them, and as a result, organizational excellence and growth. In most cases, even in our country, attracting talents and using them is based solely on non-native and western management resources and models, and organizational culture based on Islamic religious-value approaches has been ignored. Therefore, the current research examines the basics of talent management in organizational contexts, focusing on the Islamic approach, and how and aligning talent management practices with Iran's rich cultural and religious heritage. Using meta-combination method, this research has investigated the definition of talent, talent acquisition, talent development, talent retention and its challenges in the Islamic-religious approach in previous researches. Therefore, with a comprehensive search for sources based on keywords in Persian databases, 1250 sources were obtained, which were evaluated in the next refinement of 120 sources, from which 22 articles related to qualitative research methods were selected and concepts It was extracted from the articles and analyzed. The findings of this research, by proving Islam's holistic and comprehensive view of man and the flourishing of talents in him, provide a complete definition of talent that removes the shortcomings and limitations of other theories based on a one-dimensional view of man. On the other hand, it was explained that monotheistic worldview, moral and value considerations, respect for justice and fairness, meritorious appointment and meritorious development, trustworthiness, respect for the rights of others, and commitment and loyalty in the field of talent acquisition, development and promotion of talents and retention of talents are of special importance in Islamic literature.

Background & Purpose: In the present era, military organizations require talented forces, not only to fill traditional roles, but also to lead Technology-driven, Cyber ​​defense, Joint, and Network-centric operations. Hence the current research was conducted to identify the drivers of talent acquisition and write possible scenarios in military organizations. Methodology: This manuscript is developmental-applied which was conducted by the descriptive-causal method. The data was collected by the field-library method and analyzed by the combined methodology of Thematic Analysis and Fuzzy Cognitive Mapping (in Python 3.11 and FCMapper software). The studied population includes all scientific texts and sources which have investigated the drivers of talent acquisition. In addition, the statistical population included the managers and expert professors of one of the military organizations who have scientific and executive experience in the identifying talents. 14 people has been selected using judgmental sampling. Findings: The findings demonstrated the drivers of talent acquisition in military organizations including, "Supportive organizational culture", "Ideal and technology-oriented work environment", "Opportunities for development and career advancement" and "Incentive compensation and well-being", "Strategic and social partnerships" and "social branding and reputation". In addition, the key factors effective in acquising talents and the Network Relation Map were determined based on recognizing the experts’ mind. Conclusion: The summary indicates four scenarios- "talent Magnet," "Promising Horizon," "Shadow of Despair," and "Darkness of Attraction"- are conceivable for acquising talents in military organizations. It is essential which scenario-based planning be implemented for talents acquisition to prevent surprises for human capital management officials.

Objective: This research was conducted to design an optimal sports talent management model through supply chain management. Methodology: The research method was practical and qualitative. Fifteen experts were interviewed using grounded theory and Glazer's approach. Results: The findings showed that the supply chain approach can achieve the optimal model of sports talent from six perspectives. A) The interaction of the talent system with the sports environment; B) The capacity of the supply chain of the sports talent system; C) Perspective of optimizing the management of sports talent; D) The efficiency of the processes of sports talent cultivation; M) The self-efficacy of talents in the sports path. j) The securing of the interests of the stakeholders. Conclusion: Taking advantage of technological advances in sports talent management is necessary for "talent system interaction with sports environment." This way, significant successes can be achieved using advanced countries' interactive capacity. In the "capacity of the supply chain of the sports talent system," it is necessary to provide software and tools that facilitate the search for sports talent from the supply chain and communicate with large sports companies in the field of technology and equipment in this process. In "optimizing sports talent management," it is necessary to establish inter-organizational cooperation in the sports talent search system by concluding talent search memoranda between different organizations and coordinating and dividing labour between the country's recreational and championship sports organizations. In "Efficiency of Sports talent Development Processes," it is necessary to provide tests for talent identification, appropriate strategic and operational plans, and essential facilities to maintain and preserve talents. From the point of view of securing the interests of the participants, it is required to improve the quality of education and training.

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.