جستجوی مقالات مرتبط با کلیدواژه « Talent Development » در نشریات گروه « علوم تربیتی »

Many organizations face with threats due to the lack of talents, so developing talents is one of the most important challenges they encounter. One of these organizations is the Ministry of Education which needs to develop the talent of novice teachers. In order to tackle this challenge, the aim of the present research was to design a talent development model for novice teachers.
The study design was sequential explanatory in which both qualitative research methods and quantitative research methods were used. The study was conducted in Tehran, Iran in the year 2023.
Since targeted approach and theoretical saturation were used in the study, semi-structured interviews were held with 25 experts in the field of education. Finally, 286 components were identified: Six main categories and 53 sub-categories. The sub-categories were central phenomenon (5 categories), causal conditions (6 categories), contextual factors (6 categories), intervening factors (12 categories), strategies (9 categories), and outcomes (15 categories). To validate the proposed model first and second order confirmatory factor analysis were used and the internal validity of the model was confirmed.
The findings suggested that in order to achieve a suitable talents development model for increasing the efficiency of the educational system requires a comprehensive view and the maximum participation of all effective people and institutions in this field.

There is a great deal of attention to talent management in competitive and highly competitive organizations. Talent development is an important component of talent management. The current research seeks to identify and prioritize talent development mechanisms. This research is descriptive and survey in terms of practical purpose and data collection method. The statistical population of the research is university and industry experts in the field of talent management. Non-probability and judgmental sampling was completed using the snowball method with a total of 14 questionnaires. The data collection tool was library and field studies, which were used using the opinions of experts from two researcher-made questionnaires.The first questionnaire is of the AHP pairwise comparison type, in order to analyze the data, the importance coefficient and the priority of the effective criteria on talent development mechanisms from the AHP hierarchical analysis method with Expert Choice software, and the second questionnaire from the TOPSIS decision matrix to determine the priority of each of the mechanisms. Talent development was used. The content validity of the questionnaire was confirmed by experts, and the reliability was confirmed by the inconsistency rate of 0.03, which was less than 0.1 according to the standard of the AHP method. The result shows that the highest power transfer criterion (knowledge, attitude, skill, behavior) was the least important among experts in terms of criteria and cost reduction criterion. The coaching, mentoring and project participation mechanisms were ranked first to third among other mechanism, as well as presentation-based approach last rank among the mechanisms of talent development.

Organizational managers seek to discover and implement the best management practices, and talent management is a suitable option to help them. The implementation of the talent management process in organizations means that organizations must identify their competent and talented employees (talent identification), take development measures such as providing training and experience opportunities for these talents (talent development) and finally can have these talents. For long-term programs (talent retention).Talent development is one of the main and important dimensions of talent management, which is related to measures such as appreciation and compensation of services, providing training and experience opportunities, mapping career path, developing the capacity and individual and collective capabilities of employees, and so on. Talent Development By emphasizing program development, selection, and implementation of a development strategy for all organizational talents, it ensures that the organization has enough talent now and in the future to achieve its strategic goals. Therefore, managers must have a specific management strategy and development plans, because the task of creating a suitable platform for training and development of organizational talents is the responsibility of managers.In this regard, attention and investment to improve the competencies, talents, skills and abilities of employees, competent management, development of correct and needs-based program, development of content-oriented content and the accurate implementation of these programs to achieve employee development is recommended.In education, despite the fact that this institution has different conditions than commercial organizations, but in the field of attracting, retaining and developing talents, empowering and strengthening the skills of teachers, there is competition. It can be said that the success of educational organizations depends on the level of talent and their development, and the failure of these organizations is due to their poor leadership and management.It should be noted that the growth and development of societies is due to changes in their educational system and a fundamental change in the country's educational system requires the effective use of resources and facilities, proper use of organizational talents and the development of these talents. Lack of self-specific talent model on the one hand and lack of awareness of the conditions and reality in the education organization on the other hand has led to the failure of talent management planning in this organization.The component of talent development independently has not been studied much in educational organizations. There is a serious shortage in the development of talented manpower in primary school and the talents of teachers have been neglected. It has also been argued that despite the lack of knowledge on the component of talent development, evidence suggests that organizations are designing their own talent development processes. Therefore, the present study was conducted to design a model for developing the talent of primary school teachers.This research is an exploratory research in terms of nature and from the perspective of purpose, it is an applied research and of qualitative and phenomenological studies.The statistical population includes sample teachers of the last three years, administrators, education experts and university professors. The selection of the statistical sample was based on the purposeful sampling method and on the people who have the most knowledge and information about the research topic. In the present study, after interviewing 20 participating experts, the topics were theoretically saturated.Qualitative research data were analyzed through a coding process based on the systematic design of foundation data theory (Strauss & Corbin, 1998). For the validity and reliability of the main and sub-concepts and categories as well as the proposed model has been evaluated and approved using the following two

1- Validity evaluation in a communication method in which the main and sub-concepts and categories are extracted and The inference was reviewed by the participants in the interview and their opinions were taken into account. 2- By consulting experts, experts and professors of educational management, the categories have been reviewed several times, some rare concepts have been removed.The analysis of the findings of this research shows that the competencies of talents (knowledge, attitude, and ability) are the central phenomenon of the research, and the influencing factors include 1- the development of organizational knowledge, such as organizational trainings upon entry of employees for their organizational socialization and on-the-job trainings for Updating teachers' skills 2- The process of effective communication with the theme of facilitating the circulation and transfer of information for the purpose of knowledge management is affected. Also, the effective causal factors including 1- managerial factors (compensation for services and teachers' commitment to development) and 2- organizational factors (decentralization in order to delegate more authority and positive budgeting approach in order to resolve financial concerns) were introduced in the form of causal factors affecting the central category of the research.The necessary basis for this effective strategy is the strategic intelligence of the organization. This means that if the organization has a specific program to provide welfare services and support to employees as well as positive orientations to facilitate organizational learning; It will be possible to implement a performance management strategy. Also, adopting a school-based approach (participation, financial independence, appointing competent principals and delegating decisions to the school) is an intervention factor that can strengthen or weaken the talent development strategy.The results indicate that the strategy of establishing performance management in action and reaction with contextual and environmental factors will lead to organizational excellence. Organizational excellence means achieving the individual development of teachers and enhancing their capabilities and abilities, followed by the development of organizational achievements.achieving organizational goals requires the ability to motivate employees. The excellence of the Education Organization depends on the employment of elites, the training and development of these talents, the continuous evaluation of teachers 'performance and the award of certificates of teaching competence, the improvement of the quality of teaching and, in general, the promotion of teachers' professional capacity. Achieving such a level requires the implementation of the talent management process, including the identification and recruitment, training and development and retention of talents.Determining the level of teachers 'competence using appropriate tools, planning for education according to the level of competence of individuals and facilitating the flow of information are important measures that, if aligned with the organizational strategy, will lead to the empowerment and development of teachers' talents.- If the training, improvement and development of human resources is the focus of future plans, the result will definitely be the success and excellence of the education organization.- The successful planning and implementation of development programs will be guaranteed if it is accompanied by consultation with teachers and their participation. Therefore, a participatory approach is recommended.

One of the challenges of human resource management of organizations, especially in education and training is developing and maintaining talents. In this regard, the model of talent management in the organization with an emphasis on development and maintenance in education, has been designed as a strategy and guide to maintain talent and develop competencies effectively. In this study, the qualitative approach of phenomenology was used by Granded theory method. The research community included all experts, professors and senior managers in the field of human resources in education that the interview with 22 experts was conducted by using targeted snowball-based sampling. The research tools was a semi-structured interview. Coding method was used to analyze qualitative findings. The research results showed that "development and maintenance the talent" as the central category, "organizational factors, job factors, organizational learning and resources" as causal factors, "talent management system, research and knowledge orientation, succession and merit-based performance appraisal" as strategies, the categories of "look and attitude to talent management, and human resource management strategies" as context, "organizational structure and culture, and organizational maturity" as intervening conditions and individual and organizational consequences has been proposed in the paradigm model of talent management in line of the develop and maintain the talents in education. Education is a social institution with many individual, cultural and economic effects. One of the main factors in the growth and development of societies is education that has appropriate goals and achieves its goals. To achieve these goals and move in this direction, talented managers and employees play a decisive role. Unfortunately, despite many changes and developments, in recent years not only the efficiency and effectiveness of the education system has not increased, but also the growth of managers and employees based on their specialized abilities, capabilities and meritocracy, and this can be done in Develop talent development and disruption; Therefore, according to these points, the existence of evaluation centers in the educational organization that selects, selects, appoints and promotes principals with basic competencies is one of the necessities of the country's educational system. The need to institutionalize talent management is one of the main requirements for talent management in education. Getting used to the existing structures and procedures makes it difficult to create new structures. Managers of educational organizations need to know that a reality called the organization and the day-to-day running of its activities are built collectively. One of the reasons for the stability and permanence of administrative and organizational structures is that these concepts have penetrated and institutionalized in the language and speech of the members of the organization and in their behavior and speech. And in order to institutionalize the talent management system, such a system must become normalized, meaningful, and, over time, gain identity and legitimacy in the organization. If educators choose talented managers with the attitude of talent management and using the competencies of the center to evaluate managers, by raising the morale of employees and motivating them to work and be active in them, they will be able to achieve the organization's goals by spending less resources and better quality. Increase. Today, improper and tasteful management, along with a lack of experience and a lack of scientific competence in management, has created problems for educational systems. Unfortunately, despite many changes and developments, in recent years, not only the efficiency and effectiveness of management systems has not increased, but also the growth of managers based on specialized capabilities, capabilities, logic of the hierarchy and in other words, according to their competence. This can interfere with managerial creativity. Therefore, according to these points, the attitude of management and development and maintenance of talents in the educational organization, which are selected, selected, appointed and promoted with the basic competencies of principals and helps to develop talents in the future, is one of the necessities of the educational system. Expanding the language of talent management in education and training strengthens the legitimacy of the talent management system. Talent management system will be successful in practice when it has legitimacy in the organization and is agreed upon by the members of the organization or at least influential and key people. Legitimacy will allow the talent management system as the second core to breathe alongside the first core, the current human resource system. Legitimacy is a situation that is considered appropriate, desirable, and lasting. Every new phenomenon that arises requires legitimacy. New institutions must be established to be legitimate in the face of established institutions. As old norms, practices, and structures fail and new ones become justifiable, they become more widespread, more legitimate, and institutionalized. Addressing the important issue of institutionalization of talent management and succession management systems through the dissemination of talent management language in education can be effective in solving the challenges of establishing a succession management system; At the same time, it sends a message to educators that developing and maintaining talents is a prerequisite for managing succession management, and a sufficient condition is the implementation and establishment of such a system in the organization. Practical suggestions Focusing the talent management model on the development and maintenance of key human resources (talents) can play an important role in the success of the training strategy of the training organization. Appointments and career advancement provide a regular process for selecting and preparing the best and most qualified people for key and sensitive positions so that the available workforce is evaluated and capable candidates are identified and prepared for managerial positions. In this regard, it is possible to classify and rank talents by preparing a database, and while preparing and training them, in case of need, to appoint the most suitable person for managerial positions. Candidate Evaluation: Using a variety of exercises and tests to evaluate candidates, especially IQ tests, personality and competency, and social behavior to avoid the heavy costs of trial and error and retain the experience gained. Employees should be on the agenda in the long run; It also identifies outstanding talents and helps employees develop their career path; Encourage managers to take part in these tests.

Today, Talents is recognized as an important factor in gaining sustainable competitive advantages and maximizing organizational performance. Regarding the scientific and technological goals in development documents, Iran has emphasized on the education and development of job talents in order to meet the needs of the society and achieve the level of knowledge and skills of the workforce in accordance with international standards. Thus, the present study aimed to identify the factors affecting the development of the talent of aerospace engineering personnel of an organizational university in the workplace with a qualitative approach. The research sample Consisted of 15 experts and were selected by snowball sampling method. Semi-structured interviews were used to collect data which were later analyzed using the Thematic Analysis Strategy and MAXQDA software version 11. The validity and reliability of the data obtained from the interviews were re-coded and received feedback from the participants. Based on research findings, the factors influencing the development of Organizations talents were identified and categorized in three main component, including organizational, management and individual and 16 sub-components. The results of this research can be utilized as an effective model for the development of talent in organizations

In the competitive environment between organizations, every organization strives to improve the quality of its performance and is moving towards excellence; on the other hand, it is very difficult for organizations to be tempted to achieve their goals of excellence without a dedicated and committed workforce. will be. The purpose of the present study is to investigate the role of talent management and its three strategies on organizational efficiency. The purpose of this study is applied, in terms of nature and method, is a descriptive-correlational survey. To test the hypotheses, a questionnaire consisting of 30 questions, adjusted according to the 5-point Likert scale, was used. The statistical population of the study consisted of high school teachers of Hamadan province with more than 6000 people. Sample size was 361 people who were selected as the sample based on Krejcie and Morgan table using Spss software, Cronbach's alpha coefficient and confirmatory factor analysis using Lisrel software The path analysis model was used to analyze the findings. The results show that talent management and its strategies can have a positive and significant impact on the organizational performance directly.

Organizations who desire to be the best in people management processes can strive towards the excellent and best practice level. talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes of attracting, developing, retaining and utilizing people with required skills and aptitudes to meet current and future business needs. Talent management is seen as a critical factor in successful organizations. In fact, talent management is to carry out a series of integrated activities in order to ensure the attraction, maintenance, motivation and development of the skilled employees needed, now and in the future by the organization. today the development and maintenance of talent is one of the biggest challenges faced by organizations, and organizations, both private and public, find it more difficult to develop and maintain their talents. Within the dynamics of working life, organizations must adapt, develop, and achieve a high level of growth at the speed of changes. In order to maintain a profitable and sustainable competitive advantage, organizations need creative and innovative human resources. Scientific resources for defining the concept of talent management have led to various definitions that have been considered as a comprehensive and integrated process. Talent management is the development of strategies for hiring, keeping, and creating a talent pool. Before discussing talent management, the concept of “talent” should be explained.The word “talent”, which is used repeatedly in daily life, has become one of the really important sources of business. Talent is a concept that simultaneously considers skills, leadership, dominance, practicality, and better use of time. Another kind of definition is the ability of a person to do things in a given time frame easily and by using his creativity and to enable others to achieve success.Talent Management is to carry out a series of integrated activities in order to guarantee the absorption, maintenance, motivation and development of qualified, current and future employees.
This research has explored the talent management process for teachers in secondary education in the city of Ardabil using the systematic theory of data theory database. For this purpose, a semi-structured individual interview was conducted with 18 sample and qualified high school teachers. Data were analyzed using Atlas-Ti software. The results of data analysis during the three stages of open, axial and selective coding showed 12 general categories that included the following: the causal conditions including system changes (pedagogical initiation, educational package design, structural change, giving power to managers, Having feedback system, ethical policy, scientific policy, educational policy, need for decentralized structure) and managerial changes (manager selection, managers ability, talent consideration, management development, management stability, avoidance of organizational dissatisfaction, management knowledge, organizational mission, style Managerial); core categories include individual professional management in the organization (Value for the education of the forces, the use of the reward system of the organization, the continuity in quality improvement, the name and officiality of the organization, the deliberate choice of the job, the proper choices and principles, the transfer and use of information, the flexibility of the rules of the organization, Creating scientific research space, organizing training courses, employing talents, organizational dynamics, career development, financing of forces, job specialization, competency modeling, suitability of a job with a person, attention to management style, professional development of forces, development Teamwork, Job attractiveness, Attractive people, Job self-development, Talent assessment, Identity Suitable persons, strategic design of the job, job enrichment, providing the necessary platform, discovering talent, quality of work life, appropriate work environment, maintaining and developing forces, transparent management, the availability of educational facilities), and mental management of the individual in the organization ( Providing a growth strategy, job independence, trust in forces, value-giving, respect and organizational impact on talent, job security, the importance of dealing with forces, employing psychological tools, providing the morale of capable forces, organizational affiliation, personality traits of peer teams, Attention to the natural course of development, attention to the factors maintaining forces in the organization, attention to the issues motivational, development of job creativity, development of job learning, prevention of disappointment of prudent forces, prevention of aggressive responses, challenge of job duties, avoidance of conflict of roles, having authority, having an organizational mission, having responsibility, satisfaction from the superiors, Job satisfaction, risk taking in organization, recognition and consideration of human psychological dimensions, organizational justice, organizational culture organization, organizational support environment, participatory management, providing people with the ability to stay in the organization); strategies including executive actions (Using specialist forces, selecting project executives, in-service training, training program executives, program Detailed design, budget explanation, structural changes, managers' attention to talent identification, appropriate space, appropriate designing of the project); the underlying factors including the structural context (using the potential of university of culture, the use of information technology, Planning, strengthening information processing, solving the weak points the University of Cultural Exchanges, providing operational infrastructure, aligning with the development of learning styles); environmental contextualization (creating educational facilities, creating a talent management atmosphere, avoiding selection Political situations), space-based human resources (using the experiences of the executives, choosing the right ones Managerial visibility, Efficient manpower, holding talent management training courses, giving positions to talented teachers, ethical competence, academic competence, participation of teachers in executive affairs, participation of teachers in decision making, managerial alignment with management Talent); interventional factors including necessary structural changes in schools (the establishment of native regulations in schools, the financial independence of schools, the creation of legal infrastructure, the autonomy of schools, the removal of policies in schools); the necessary functional changes (allowing for the emergence of talents, The hopes of the forces for the system justice, the choices of the executives are worthy of choice, Paying attention to meritocracy, giving the manager the necessary powers, removing additional costs, not continuously shifting managers), and the consequence include cognitive psychological achievements (job motivation, school dynamics, mental health, organizational commitment, morale reinforcement And the academic achievements of education (creation of competitive work space, improvement of educational level, improvement of performance, education of students, realization of organizational goals, facilitation of executive process, professional development of teachers, attraction and maintenance of talents, prevention The waste of resources, the design of organizational goals). The teacher talent management process at the secondary school in Ardabil reflects the relationship between its various dimensions.

With the emergence of the knowledge-centered era, philosophers have reached the common understanding that having a developed society and making growth and progress in different aspects depend on the efforts to develop and train superior talents. Accordingly, the present study aims to provide a desirable model for the development and training of superior academic talents based on a hybrid (qualitative-quantitative) approach and an applied developmental method. The statistical population of the research includes the superior academic talents as well as senior managers of elite centers. A sample of 22 individuals including 12 top scientific talents and 10 senior managers of elite centers in the armed forces were selected through a purposeful judgment sampling. Data collection was done using library and field methods (semi-structured interview with experts and questionnaire). For analyzing the data in the qualitative stage, the method of thematic analysis is used and in the quantitative stage, a multi-criteria decision-making approach is utilized with the method of grey numbers theory. The results of the qualitative section of the research have led to the presentation of a model for the development and training of the superior academic talents (Talent Development). Also, in the quantitative section of the research, the most important processes for the development and training of academic talents are explained and enumerated.

The purpose of this study was to investigate the relationship between the development of talents and organizational innovation and the role of mediator quality of working life of professional technical instructors in Tehran using a structural equation descriptive-correlation method.  

The target population in this study was the professional technical trainers in Tehran, which according to the latest statistics and available data, their total number is 19080 (13724 males and 5356 females), using the Cochran formula 376 (251 Men and 125 women) were selected by simple random sampling. To collect the data, the Organizational Innovation Questionnaire (2002), Walton Work Quality Questionnaire, Ahmadi Talent Development Questionnaire (2017) were used. Their reliability through the Cronbach's alpha coefficient is 0/88, 0/87 And 0/85 Was obtained.  

Structural equation model was used to analyze the data. The results indicated that the direct effect of the development of talent and organizational innovation was 0/45. The indirect effect of the variable on the development of talents and organizational innovation with the effect of the median variable of quality of working life is 0/16.  

Predictable employees can bring a lot of value to the organization and cause it to grow and flourish; therefore, developing these talents is one of the most important factors in maintaining competitive advantage in organizations.