Design and Development of Faculty Talent Management Process Model for Talent-driven Universities

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. In the quantitative phase, the pattern was tested in a survey. The target population includes all faculty members hired by the three universities from 2010 to 2015, respectively. Stratified random sampling method proportional to size was used. The sample size of 130 was calculated using Cochran formula. Then validity and reliability of the questionnaire were evaluated using a questionnaire and variance based structural equation modeling approach. The number of 107 Codes of qualitative research data was extracted and classified in 7 categories. The quantitative findings of this talent management process consisted of seven distinct dimensions of “identifying talent needs, discovery of talent sources, talent attraction, talent potential development, strategic use of talent, talent retention, talent assessment and consistency of talent management activities”.  In the end, given qualitative and quantitative data a model for talent management process of faculty members in universities was proposed. 
 
Introduction
Today, technological and financial sources are no more the only merit of talent-driven organizations; rather, it is believed that human resource is the main competitive advantage and organizational capital. Thus, talent-driven organizations focus on the valuable role of talents in organization; in addition, desired management is critically significant. 
In the current competitive status and the context mostly characterized with consecutive changes and frequent innovations, the organizations may succeed that recognize the strategic role of human resources and afford expertise, knowledge-oriented, competent, elite, and capable human resources (Armestrang, 2006:18).
As organizations are ensured qualified individuals at proper occupational positions by talent management (Collings and Mellahi, 2009; 307); therefore, it is critically important to account for universities and higher education performances playing a strategic role in developing and meeting national objectives. Regarding faculty members are important assets of any university (Daigle & Jarmon, 1997) known as main forces of higher education commitments, knowledge development and technology authorities, trainers (educators) of educating community experts, and in general, development-oriented individuals in terms of overall dimensions of higher education and universities (Hosseininasab, 1994), it may be stated that despite permanent changes in higher education and several recruitment opportunities, recruited faculty members are of the largest sources of universities and faculties. Hence, it is necessary to plan and implement talent management process of faculty members at talent-driven universities such that the best are considered and selected. Further, the best who are the academic elites must be identified, and attracted. Thus, this paper initially reviews literature of talent management; then, it discusses features of talent-driven organizations.
 
Research methodology
As research objective is to provide a practical model of talent management process of faculty members at talent-oriented universities; hence, the research applied mix methodology. Research statistical population in term of quality included managers and faculty members of University of Isfahan, University of Medical Sciences, and Isfahan University of Technology. 35 individuals were identified through purposive sampling method; then, according to data saturation criterion and repeated information, 18 individuals were provided by semi-structured interviews. In this interview, the researcher asked pre-determined similar questions by theoretical basics. However, more items were raised during interviews respecting to the interview condition in order to get extended and deeper information of the audience. The interviews were recorded, written down, and typed; then, the text data were coded through MAXQDA ver. 2017. Quality analysis led to extracting 224 codes. 107 codes were finally extracted following multiple review and code integration based on similarity in several steps. Thus, research main themes were extracted through seven classifications. 
Research quantitative statistical population included 562 individuals of all faculty members attracted in University of Isfahan, Medical Sciences University, and University of Technology from 2010-2015 according to regulations of ‘faculty member attraction at universities and higher education institutes by later recommendations approved by Supreme Council of Cultural Revolution in sessions 608 and 623 in 10 July 2007 and 29 April 2008. 130 research samples were selected through stratified random sampling method through using Cochran formula.  Data were analyzed using inferential statistics and modeling structural equations. Validity was verified based on library studying and aid of experts. Reliability was examined using Cronbach alpha coefficient; and the questionnaire internal correlation and research standard constructs were investigated by confirmatory factor analysis. As alpha coefficient obtained 0.97-0.99 for all constructs, the results indicated the questionnaire internal consistency and reliability.
 
Discussion and conclusion
The objective of this research was to plan a model for faculty members’ talent management process in talent-driven universities. According to research findings, 7 main classes and 22 subclasses were obtained including identification of talent requirement (identifying the existing gaps between current and future talents of the organization, determining staff general competence, determining staff specific competence); discovering talent sources (talent supply chain management, talent discovering approach, evaluation of talent sourcing options); talent attraction (competence level evaluation (screening and selection), effective factors of talent attraction); talent development (increased potential of learning in organization, education programming along high performance, learning evaluation); talent strategic employing (talent alignment with staff expectations and organization objectives, talent integration and reintegration); talent maintenance (university support, research atmosphere at university, occupational conditions, occupational development); consistency and assessment of management activities (assessment focused on competency framework, evaluation plan focused on insight enhancement, evaluation of significant factors of human resource health); and talent management process of faculty members. It is found out that the aforementioned provided by scholars are consistent with faculty members’ talent management process. At quantitative stage, model was tested according to qualitative findings based on modeling structural equations; factor loading values confirmed all components of talent management process variable.