طراحی مدل مدیریت استعداد با رویکرد یکپارچه‌سازی

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت دولتی، دانشگاه آزاد اسلامی، واحد کرمان

2 استادیار گروه مدیریت دولتی، دانشگاه آزاد اسلامی، واحد کرمان

3 استادیارگروه مدیریت دولتی، دانشگاه آزاد سلامی، واحد مشهد

4 استادیار گروه آمار و ریاضی، دانشگاه شهید باهنر کرمان

چکیده

مفهوم مدیریت استعداد را باید یکی از مهم‌ترین موضوعات در مدیریت منابع انسانی اکنون
و آینده دانست. امروزه سازمان‌ها دریافته‌اند که اگر خواهان کسب برتری در مقایسه با رقبا هستند، به‌طورقطع نیاز به طراحی مدلی جامع از مدیریت استعدادها دارند که می‌تواند به‌عنوان یک ابزار برای فعالیت‌های مدیریت منابع انسانی درنظرگرفته شود. هدف از این پژوهش اکتشاف و تبیین مؤلفه‌ها و شاخص‌های مدیریت استعداد منابع انسانی در سازمان‌ها بود. این پژوهش به لحاظ هدف، کاربردی و ازنظر روش تحقیق، توصیفی از نوع همبستگی واز نظر شیوه‏ی جمع آوری داده‏ها پیمایشی بود. در ابتدا، ابعاد، مؤلفه‌ها و شاخص‌های مدیریت استعداد از مبانی نظری و مطالعات صورت گرفته در ارتباط با موضوع تحقیق شناسایی و احصاء شدند و بر اساس آن‌ها پرسشنامه محقق ساخته‌ای طراحی شد. روایی این پرسشنامه با استفاده از دیدگاه­ها و نظرات اساتید، خبرگان و صاحب‌نظران دانشگاهی تأیید شد. پایایی آن نیز با روش آلفای کرونباخ 808/0 مورد تأیید قرار گرفت. جامعۀ آماری پژوهش شامل اساتید و خبرگان حوزه مدیریت و برخی افراد آگاه به موضوع پژوهش بودند که بر اساس روش نمونه‌گیری تصادفی ساده (نظر خبرگان) 30 نفر به‌عنوان نمونۀ آماری پژوهش انتخاب شدند. مهم‌ترین نتایج تحقیق نشان داد که در شناسایی و اولویت­بندی کلی در رابطه با مؤلفه‌های مدیریت استعداد، شناسایی کارکنان کلیدی و سیستم پرداخت پولی و مالی به ترتیب بالاترین و پایین‌ترین رتبه­بندی را به خود اختصاص دادند. با شناختی که از تحلیل و ارزیابی در خصوص رتبه‏بندی ابعاد و مؤلفه‌های مدیریت استعداد حاصل شد، می­توان با بهبود در این وضعیت به مدیران و مسئولان سازمان­ها در جهت شناسایی، جذب و به‌کارگیری استعدادهای برتر کمک شایانی نمود.

کلیدواژه‌ها


عنوان مقاله [English]

Design of Model the Talent Management with an Approach Integrating Human Resources Activities

نویسندگان [English]

  • Hasan Ghaffari 1
  • Masoud Purkiyani 2
  • Gholam Abbas Shkari 3
  • Ayoub Shaykhi 4
1 PhD Candidate in public Management,human resources Orientation, Kerman branch , Islamic Azad University, Kerman, Iran
2 Assistant Professor Department of public Management, Islamic Azad University, Branch of Kerman
3 Assistant Professor Department of public Management, Islamic Azad University, Branch of Mashhad
4 Assistant Professor Department of Statistics and Mathematics, University Shahid Bahonar Kerman
چکیده [English]

Extended Abstract
The concept of talent management should be considered as one of the most important issues in the management of human resources now and in the future.  Nowadays, organizations have found that if they want to be superior to competitors, they definitely need to design a comprehensive talent management system that can be considered as a tool for HRM activities. The purpose of this study was to explore and explain the components and indicators of talent management of human resources in organizations. This research in terms of target applied and in terms of research method, Descriptive of type Correlation and in terms of collecting data, it was survey. Initially, the dimensions, components and indicators of talent management,from theoretical foundations and studies carried out in relation to the research topic were identified and counted and based on them a researcher-made questionnaire was devised based on the extensive studies conducted in this field. The questionnaire validity was confirmed according to the views of professors, experts and academic experts. its reliabilitywas.808, using Cronbach's alpha (α) coefficient. The study population consisted of 30 instructors and experts in the field of management and some knowledgeable people who were selected based on a simple random sampling method (experts’ referrals).The important results showed that in order to generally identify and prioritize the variables of talent management, the Identification of key personnel and The system of monetary and financial payments play the highest and the lowest roles, respectively. Based on the analysis and evaluation obtained in prioritization of aspects and variables related to talent management, the results can be beneficial to managers and directors of organizations in identification and employment of proficient talented people.
 Introduction
 The term “talent” is defined with different aspects by theoreticians and experts in organizations. In act each organization identifies the characteristics of talented people according to its culture and structure. Employing and attracting talented people is not an easy case, and each organization must define its specific talent profile on order to get the best result. In some cases good opportunities are provided for capable people with high potentials and good internal talent to improve their talents, and if this individuals recognize their optimum talent well, both the society and themselves would benefit. Recognition of these talents also includes creating opportunities, supporting and having commitment. Talent recognition is generally being carried out as a stereotype process, and is limited in the cultural and social structure (Paula and Victoria, 2017). The resource of talented people is considered as a driving force for innovation and also the economic growth. Although scientific talent in people such as students, professors and researchers is considered to be a small part, but it has an increasing importance in the development of human resources and creation of knowledge based economy (Christian Reiner ,c, , Susanne Meyer b, Sascha Sardadva, 2017). Talent management means the integration of resources, processes and designed values to attract and engage key talents for moving toward the business goals (Hajimir and Arabghalam, 2010).Many organizations today are facing the talent crisis, due to reasons such as loss of available talents, several difficulties to keep the outstanding talent, high expenses of staff`s shifting, and human resources strategies (Philip and Roper,2009). Recent investigations of 40 worldwide companies, have shown all of them have the problem of lacking talent management strategies , which causes loss of suitable staff to fit the strategic organizational positions, and this would limit the company`s capability to grow( Collings and Mellahi, 2009). Generally the  talent management is of high importance according to different theoreticians that we would introduce them briefly. First of all the effective implementation of talent management leads to successful obtaining and retaining talents. Secondly these people would be chosen and prepared for the future key positions (Hughes & Rog, 2008). Thirdly, talent management guarantees that organizations would successfully obtain and keep their required talents. Fourth, talent management helps the nomination and introduction of staffs (Collings, D. & Mellahi, 2009). Thus according to the above mentioned issues, this study aims to find answers to the following questions: 1) what are the components and indicators related to each of the talent management of human resources? 2) what are the appropriate model for talent management with approach to integrating human resources activities? 3) How are the priorities in relation to each other?
Case study
The population of the Case study included university professors and experts in the field of management in the universities of Kerman, Khorasan Razavi, north and south of Khorasan.
 Materials and Methods
This research is In terms of target applied and according  method of the research is combination (qualitative-quantitative) with an exploratory approach.This research the semi open questionnaire prepared by the researcher. Since the available questionnaires about the subject of this study were not comprehensive enough and addressed only the some parts of the components and indicators of talent management, the questionnaire used in this research is based on the literature, theoretical studies and other studies in this filed which concludes most of the components and indicators of talent management. The questionnaire was given to the professors and experts to be checked for the appropriateness of the aspects, components and designed indicators. The research period was 1395. The population of the study included university professors and experts in the field of management in the universities of Kerman, Khorasan Razavi, north and south of Khorasan.  The sampling method of this study was based on the simple random.
Discussion and Results
 Four aspects of talent management were analyzed in this study: A)Discovering, recognizing, and attracting the talent B) Evaluation, implementation, and using the talent C) Training, development and improving the talent D) Maintaining and keeping the talentAlso the components related to each aspect, which were actually a subset of the aspects were specified. The relevant indicators of each component was also identified based on the literature. Finally 124 indicators and 27 primary components were identified and classified after collecting the data and data analysis. After a review, by omitting the parallel, duplicate and similar concepts, integrating them and conducting the analysis test in 3 steps, finally 20 components and 98 indicators were recognized and confirmed, each of them formed the talent managements aspects. The results of the third factor analysis indicates the common points of these four aspects of talent management.
Conclusion
 The final results of this study show that the organizations need to design and set a new and comprehensive system for all of the  talent management`s aspects, such as attracting and identifying, evaluating, training, improving, and keeping the premier talents. Today having the talented and genius human resources is considered as a competitive advantage for the organization, and most of the organizations invest a lot on this issue. Thus the findings of this study help the organization`s managers and decision makers to plan more comprehensive and proficient programs for  talent management, associated with each of the  talent management`s accomplishment steps.

1-Areiqat,A.Y,Abdelhadi,T (2010).Talent Management as a Strategic Practice of Human Resources Management to Improve Human Performance,Interdisciplinary Journal of Contemporary Research In Business.Belleville:2(2)57-76.

2-Armstrong M. (2010). Armstrong’s Essential Human Resource Management Practice:a guide to people Management. Kogan page, London, Philadelphia.

3-Byham, W. Smith, A. & Paese, M. (2002). Grow your own leaders. How to identify, develop, and retain leadership talent. NewJersey: Prentice – Hall.

4-Cappelli, P. (2009). Talent on demand: managing talent in an age of uncertainty,Boston: Harvard Business School Press.

5-Cartwright, r, (2008). Talent Management: A New Look at the Development of Human Capital, Translated by Ali Mohammad Goodarzi and Seyed Jamal Hosseini, Tehran: Rasa Publication, First Edition. (In Persian)

6-Christian Reiner,c, Susanne Meyer b, Sascha Sardadva.(2017). Urban attraction policies for international academic talent: Munich and Vienna in comparison, Cities 61,pp: 27–35.

7-Collings, D. G. & Mellahi, K. (2009). Strategic talentmanagement: A review and research agenda. Human ResourceManagement Review, 19, 304 - 313.

8-Davis, T; Cutt, M; Flynn, N; Mowel, P &Orme, S. (2007). Talent Assessment:A NewSteratey for Talent Management.Gawer House.

9-Dychtwald,K.Erickson,T.J.and Morison,R. (2006). Workforce Crisis:How to Beat the Coming Shortage of Skills and Talent,Harvard Business School Press,Boston,MA.

10-Gagne, F. (2007). Ten Commandments for academic talent development. Gifted Child Quarterly, 51(2),pp.93-118.

11-Gardner, T.M. (2005). In the trenches at the talent wars: competitive interaction for scarce human resources, HumanResources Management, Wiley periodicals 41, 225–237.

12-Guy, Matthew; Sims, Doris, (2009). Development of Future talents:Practical Guide of Talent management and planning Succession. Translated by nasrin jozei. First Edition, Tehran: Saramad Publications. (In Persian)

13-Haghparast, Sakineh; Moharamzadeh, Mehrdad and Mohammadzadeh, Hasan, (2012). the link between the elements of talent management and organizational success in Administration Sport  And the youth West Azarbaijan province.Second National Conference Talent Detection 0f Sport. (In Persian)

14-Hudson.c.(2009). Thought Leadership Series, Public sector Talent Management:The Influence of The Private Sector, Hudson Highland Group, Inc.

15-Hughes, J.C. &.Rog, E. (2008). Talent management.A strategy for improving employee recruitment, retention and engagement within hospitality organizations: International Journal of contemporary hospitality management, 20(7),PP:743-757.

16-Javaherizadeh, Ibrahim, Moghimi, Mohammad, Gholipour, Arian and Tahmasebi, Reza,(2014).Management of Organizational talents: identifying indicators and attributes of Key personnel, Management of Organizational Culture, Volume 12, Issue 2, Pages 149-191. (In Persian)

17-Khalavandi, Fatemeh and Abbaspour, Abbas (2013). Design of Optimization Model of Talent management process;Case study Pars Oil & Gas Co., Public Management Researches, 6th, No. 19, Pages 128-103. (In Persian)

18-Kvale, S. (1996). Interviews: an intriduction to qualitative research interviewing.

19-Lewis, R.E. and Heckman. R.J. (2006). Talent management: a critical review. Human ResourcesManagement Review, 16, 139-154.

20-Little,b.(2010). Best practice talent management,Training Journal.

21-Metana, S. H. (2010). Structural empowerment, psychological empowerment, and burnout in registered staff nurses working in outpatient dialysis centers, source Nephrology Nursing Journal, 38(2),189-210.

22-Michaels, E., Handfield- Jones, H., & Axelrod, B. (2001). TheWar for Talent. Boston: Harvard Business School Press.

23-Michaelson, Marc, Andreson, John.( 2010). Are You Just Calling Plays? Learning &Development, Talent Management Magazine.

24-Mohan, N. (2008). Talent management of Indian industry. (Doctoral dissertation).

25-Newhall S.(2012). A global approach to talent management: High-quality leaders are the key to competitive advantage, Human Resource Management International Digest; 20 (6), 31–34.

26-Oehley,A.M.(2007). The Development and Evaluation of a Partial Talent Management Competency Model,Thesis presented in partial fulfilment of the requirements for the degree of Masters of Arts at Stellenbosch University.

27-Paula Thomson, S. Victoria Jaque.(2017) The person: Talent and performing artists, Creativity and the Performing Artist,Behind the Mask, A volume in Explorations in Creativity Research, pp: 39–51.

28-Phillips,D. and O.Roper,K. (2009). A framework for talent management in real estate. Journal ofcorporate Real Estate, 11(1),pp.716.

29-Pomeroy, A. (2007). C-suite worries over succession planning. HR Magazine, 52(12), 22.

30-Ready, D. A., & Conger, J. A. (2007). Make your company a talent factory, Harvard Business Review,85(6), 68-77.

31-Rothwell, W.J. (2006). Effective succession planning: Insuring leadership continuity and building talent from within. Translated byHarraf, A., Tehran: N.P.C Publication.

32-Schiemann, W. A., Seibert, J. H., & Morgan, B. S. (2013). Hidden drivers of success:Leveraging employee insights for strategic advantage. Alexandria, VA: Society for Human Resource Management.

33-Shoemaker M.(2003). De metamorphose van werk gmeensc happen,inaugural dress. nijmeger:University.

34-Smither, J.W & London, M. (2010). Performance Management. San Francisco:Jossey-Bass.

35-Stahl, G., Björkman, I., Farndale, E., Morris, S., Paauwe, J., & Stiles, P. (2012). Six Principles of Effective Global Talent Management. MIT Sloan Management Review, 53(2), 25-32.

36-Sweem, Susan L. (2009). Leveraging Employee Engagement through a Talent Management Strategy: Optimizing Human Capital through Human Resources and Organization Development Strategyin a Field Study, dissertation, available at:http://www.umi.com/pqdauto.

37-Tahmasebi, Reza and Gholipour, Arian, (2013). Talents Management:  Identification and ranking of effective factors on Absorbent And hold the talents of science,  Public Management Research, No. 17, pp. 5-26. Part Five. (In Persian)

38-Tansley, c. (2009). Concept borrowing to facilitate a multi-disciplinary approach to theoretical development of talent managemet-the case of employer branding. Paper presented at the European academy of management conference.

39-Tarique,I.,& Schuler,R. (2012). Global Talent Management: Literature Review, Integrative Framework, and Suggestions for Further Research. Journal of World Business, 45(2), 122–133.

40-Ulrich, Dave, Brook Bank, Wayne (2009). Human Resource Competencies: Recognizing the Interaction of Individuals and Businesses, Translated: Masoud Binesh and Afshin Dabiri, Tehran: Saramad Publication, First Edition. (In Persian)