Identifying and Prioritizing the Criteria of Strategic Jobs (Case study: Hamrahe aval Company)

Abstract
 The purpose of this research is to identify strategic jobs based on changes in the first mobile strategy. Therefore, the present study tries to review, analyze and critique the classical approaches of job design and evaluation and various typologies of human resource strategies with emphasis on new approaches to job design and evaluation, evaluation and different typologies of strategic jobs according to Provide organization strategy. By providing criteria for identifying and measuring the value of strategic jobs, a suitable basis for attracting, training, retention, service compensation, succession and talent management. The approach of the present study is qualitative and in terms of data collection method is descriptive (case study) is.
Introduction
The successful implementation of any strategy requires the alignment of valuable workforce assets with other assets of the organization and finally the goals set in the strategy. Norton and Kaplan divide these intangible assets into three categories: human, informational, and organizational, and introduce their preparation as the basis for the successful implementation of any strategy (Kaplan & Norton, 2009). Preparing your human capital requires a multi-step process. The starting point of this process, which plays a key role in the effectiveness of the next steps, is the identification of strategic jobs. The jobs that make up less than 10-15% of the total jobs of the organization and have the greatest impact on the realization of the strategic goals of the organization and the implementation of the strategy (Kaplan & Norton 2009).
Creating readiness in the organization's human capital depends on identifying and focusing on strategic jobs in the organization; In other words, the presence of preparation in these jobs is equivalent to the strategic preparation of the human capital of the entire organization. But this preparation requires identifying these jobs in the first step.
Case study
In this research, all jobs in Hamrahe aval Company Iranconstitute the research population and data collection was conducted through purposive sampling.
Theoretical framework
In recent years, many researchers have studied the importance and consideration of key employees in strategic jobs in various industries, including Biojen-Idac, Seiko, Colgate, General Electric, and others. They believe that key employees will be valuable only when they are employed in strategic jobs. (Kang et al, 2014: 67)
Husslide and Baker point out that the survival of the organization depends on doing effective work in strategic jobs; Jobs that are related to the core processes of the organization and even the effectiveness of other jobs in the organization depends on them.
Materials and Method
The approach of the present study is qualitative and in terms of data collection method is descriptive (case study). The statistical population of the study is the managers of the first mobile company. Using purposive sampling method, data were collected from 15 experts through interviews and then collected using a questionnaire and its distribution among 147 experts; in the first stage, qualitative data were extracted through interviews and questionnaires. Then, using MAXQDA-2020 software, team analysis was performed and strategic job criteria were determined.
Discussion and Results
After each interview, the text of the interviews was typed and the text of the interviews was coded with the help of MAXQDA-2020 software. The coding done in this approach is preliminary, centralized coding. After coding, the final result was 29 preliminary codes (with a frequency of 117) which were finally obtained into 9 final codes. Realization of the organization's strategy is value creation, high cost of error and mistake.
Conclusion
This study aims to design a framework for identifying strategic jobs. The coding done in this approach is preliminary, centralized coding. After coding, the final result was 29 preliminary codes (with a frequency of 117), which resulted in 8 final codes. Organization is value creation, the high cost of error and mistake. In the second part of the research, after designing a questionnaire based on qualitative data analysis and research literature, it was distributed among 147 experts in this field. In quantitative analysis, we explored and confirmed the identified factors, and finally, in order to rank the identified factors resulting from qualitative and quantitative analysis, with the help of Friedman test, we prioritized the factors, ranking and prioritizing the factors, respectively Creation is performance variance, scarcity of manager, non-outsourcing, and consequence of error, consequence of incorrect appointment and nature of job.