Designing a Succession Model With an Emphasis on Talent Management

Extended Abstract
Abstract
In such circumstances where Organizations must be able manage all their resources, the ability of developed organizations relies on the specialized human resources as strategic assets. One of the methods for the fundamental changes and based on organized insights in the field of human resources is to implement a succession planning model in organizations. This research is applied in terms of purpose and qualitative research in terms of execution. The population of this study, including experts with a scientific background and related field in ABFA Semnan Company and the research sample was theoretical (purposive) sampling method. Interviews used in order to collect qualitative data and to analyze the data obtained from the interviews, the content analysis was used. Analysis results showed that identifying the organization's needs and competencies required, identifying skills through the skill repository, training and utilization, evaluation and review as the main categories in designing a succession planning model in ABFA Semnan Company with an emphasis on talent management.
Introduction
Succession planning guarantees the survival and future success of an organization through identifying and nurturing persons enjoying leadership talent. Focusing on their influence, vision, and innovation competent leaders can identify the long term targets and create inspirational outlook for the organization. The procedure of succession planning in organizations is one of the macro strategies of human resources management. The lack of qualified manpower in markets despite of organizations’ growing need for human resources to deal with environment changes and treats is serious. Currently, there is an urgent necessity and a crying need of programming for succession planning. Succession planning is regarded as an effective strategy for qualified and competence human resources provision. Such strategy supplies the required infrastructure for crucial posts in the organizations. Identifying and nurturing the talented persons will result in effective and efficient leadership continuity. The preliminary survey reveals that implementing local succession planning in Abfa Company in Semnan province requires an accurate programming to identify and recruit the talented features and trying to develop and preserve them. Taking all above-mentioned explanation into account, implementing the succession planning program will provide the Abfa Company of Semnan province with opportunities and advantages that are going to be discussed in the present study. This study aims to provide the Abfa Company with a model of succession planning organization in order to guide the decision makers of the Company to orient the managers so as never suffers from the lack of professional experts and managers.  
Case study
The location of the study is Abfa Company in Semnan province.
Materials and Methods
The present study has been planned and conducted to identify the succession planning through focusing on talent management. Regarding the exploratory feature of this research, the variables and the relations between them have been extracted through a qualify research.  
Accordingly, using the qualified research of identification features of the succession planning model which concentrated on talent management, the professional and experts have been selected through interview. The interviews have been studied under the method of thematic analysis. The coding method has been used in the research and the presented contents by the participants have been accurately written, recorded and reported, and the related matters have been identified. Then, based on the research enquiry and the achieved results from the data qualitative analysis out of interviews with the managers and senior experts of Abfa Company in Semnan, the results and findings have been analyzed and interpreted.   
Discussion and Results
Having interviewed with the experts and managers of the afore-mentioned organization, the coding of the interviews were one. In the first phase, 884 primary codes were detected out of different data. In the second phase, 145 codes were detected through omitting the similar ones. The next step was to extract the basic themes for which the researcher put those codes and themes that hold the most identical meanings together and created new meaning and words and achieved 92 basic themes.
In the next phase, the extracted basic themes were categorized into 5 organizer categories that will be clarified below.
Determining the strategic occupations criteria: 1) the effects of occupation on salary 2) the relation between the occupation with a responsibility and significant process 3) the effect of occupation in profitability 4) occupations with no one being in charge of 5) the possibility of replacing (feasibility and difficulty) 6) the viewpoints of the related manager or head on occupation 7) the impacts of not fulfilling the responsibilities of the occupation 8) setting points for the factors of determining strategic occupations 9) grouping the occupations under the three subdivisions of strategic, significant and ordinary 10) the ability to design an outlook 11) leadership 12) strategic thinking 13) decision making ability 14) programming and organizing 15) change management 16) micro and macro management 17) team leadership 18) information management 19) innovation and creativity 20) intermediation 21) encouraging and cheering up 22) nurturing the personnel 23) innovation 24) diversity management 25) effective and efficient communications 26) learning 27) problem solving 28) business intuition 29) Team building 30) initiative 31) the effectiveness of interpersonal relationship 32) market focusing 33) team working and value creation 34) change management 35) responsibility technical skills 36) character integrity 37) high intelligence 38) management and commanding skills 39) designing the data bank of personnel 40) the role of technology in identifying talent sources 41) identification procedure 42) planning for identifying talented ones 43) identifying and preparing the successors 44) determining the management talents of personnel 45) identifying the best alternatives for management and leadership in the organization 46) identifying external probable alternatives 47) increasing the talents sources composing extensible personnel 48) matching and alignment between the existing talented personnel in the organization and the required talented ones in the future 49) providing opportunities for personnel enjoying high potentialities 50) the continuity of leadership development and thinking talent 51) internal talents developing 52) strategic talent developing 53) abilities identification 54) talents sources formation 55) benefiting from qualified personnel 56) talents identification 57) personnel training 58) individual and organizational maturity 59) personal empowerment 60) professional development of personnel 61) the growth of personnel along with the official path of the organization 62) improving individual performance 63) self actualization 64) role-playing of the individuals in the organization 65) individual improvement 66) self-training 67) the opportunity for creativity 68) improving manpower 69) qualified management training 70) individual and occupational development 71) qualification of education 72) talents assessment 73) ability assessment 74) skill assessment 75) individual assessment 76) job assessment 77) performance assessment 78)  the ability to summarize 79) team building 80) strategic and analytical thinking 81) feasibility in appointing individuals 82) acceptable number of candidates in talents source for management 83) the positive performance of selected individuals 84) characteristics 85) structured interviews 86) non-artificial interviews 87) self- assessment questionnaires 88) characteristics tests 89) psychometric tests 90) ability and talent tests 91) skill assessments tests 92) knowledge difficulty tests    
 Conclusion
The main task of the present research was to identify the succession planning through focusing on talent management which happened in defining the terms and delivering reports, so as to form the relations afterwards. Identifying the model has started after the identification of the organizations’ requirements. According to the results and emphasis of the key informative ones, the criteria of identifying the necessary competencies were regarded as the second factor. Identifying the talented individuals through talent source was also introduced as one of the main factors. Taking the extracted factors into account, another main factor is education and utilization. Finally, another main factor was announced titled assessment and review for assessing the level of success and efficiency of the succession planning.