Designing a talent management model in Mobarakeh Steel Company

OBJECTIVE: The present study aimed to provide a talent management model for Mobarakeh Steel Company (MSC). METHODS: The research method in this study is a mixed method including qualitative and quantitative methods. Qualitative data were collected through interviews with experts and informants and then analyzed by grounded theory. Then, quantitative data were collected from employees and managers and analyzed by Partial Least Square (PLS) analysis. Finally, an interpretation and conclusion were made. In the qualitative section, the research community consists of 15 managers and experts of MSC. In the quantitative section, 300 managers and experts were selected as a sample, and questionnaires were distributed and analyzed. RESULTS: The results of the interview analysis extracted 86 concepts, which were classified into 5 categories including causal conditions, central phenomena, contextual factors, strategies, and consequences. The results of the qualitative section show that causal conditions had a significant effect on the central phenomenon (with a coefficient of 0.89). In addition, the effect of the differentiation of susceptible manpower on contextual factors (with a coefficient of 0.82) was confirmed. Contextual factors have a significant effect on strategies (with a coefficient of 0.93). The results also show that the intervening factors (with a coefficient of 0.74) have a significant effect on the strategies and the talent management process (with a coefficient of 0.92) also has a significant effect on the consequences. CONCLUSIONS: The results provide insights and practical suggestions for managers who decide to design human resource system with a talent management approach. Additionally, the findings of this research help managers to better understand the factors that have an impact on talent management.