Designing a Strategic Talent Management System for National-Level Mission-Oriented Organizations

Document Type : Original Article

Authors

1 Associate Prof., Faculty of Strategic Management, supreme National Defense University, Tehran, Iran. (Corresponding Author). amini@sndu.ac.ir

2 Assistant Prof., Faculty of Strategic Management, supreme National Defense University, Tehran, Iran. dr.mohammadian@outlook.com

3 Ph.D. Faculty of Strategic Management, supreme National Defense University, Tehran, Iran

Abstract

Strategic talent management is an important and key step in creating competitive advantage for organizations based on human capital. The present study was conducted with the aim of designing a strategic talent management system in mission-oriented organizations at the national level.
This study is applied-developmental in orientation; philosophical, interpretive; approach, inductive; strategy, content analysis; selection, qualitative; time horizon, single-section; technique and process of data collection using document review tools and in-depth interviews. The statistical population consisting of university professors and strategic managers in mission-oriented organizations was selected in a few 22 people through purposive and snowball sampling. In the data analysis stage, 2024 basic themes, 14 organizing themes, and 4 overarching themes were categorized with the help of Maxqda software.
According to the findings, a multi-level system was designed, which at the first level included frameworks, including preferential selection and equal opportunity; at the second level, doctrinal orientations including generalist-specifics, single-agent-multi-agent; person-oriented-indicator-oriented; at the third level, policy domains consisting of talent acquisition, talent development, talent utilization, and talent retention; and at the last level, strategies consisting of acquisition, borrowing, termination, development, strengthening, and flourishing, and combination were allocated. Also, 16 scenarios were developed to implement the strategic talent management system.
This system can be used as a strategic model for organizations to achieve sustainable development of human capital by utilizing it and choosing the best path for talent management according to their needs.

Keywords

Main Subjects

References

فهرست منابع
. (!!! INVALID CITATION!!!).
- Acar, P., & Yener, M. (2016). Theoretical journey of talent management: Egalitarian and elitist approach. Journal of Management Marketing and Logistics, 3(3), 284-290.
- Attride-Stirling, J. (2001). Thematic networks: an analytic tool for qualitative research. Qualitative research, 1(3), 385-405.
- Boichenko, M. (2016). The terminological toolkit of comparative pedagogical research of gifted students’ education in the United States, Canada and the UK. Педагогічні науки: теорія, історія, інноваційні технології(6), 221-230.
- Brewster, C., & Cerdin, J.-L. (2018). HRM in mission driven organizations. Cham: Palgrave Macmillan.
- Brown, E. F., & Wishney, L. R. (2017). Equity and excellence: Political forces in the education of gifted students in the United States and abroad. Global Education Review, 4(1).
- Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.
- Dhanabhakyam, M., & Kokilambal, K. (2014). A study on existing talent management practice and its benefits across industries. International Journal of Research in Business Management, 2(7), 23-36.
- Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human resource management review, 25(3), 264-279.
- Gibb, S. (2014). Soft skills assessment: Theory development and the research agenda. International journal of lifelong education, 33(4), 455-471.
- Grant, A. M., & Sumanth, J. J. (2009). Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness. Journal of Applied Psychology, 94(4), 927.
- Hendarman, A. F., & Cantner, U. (2018). Soft skills, hard skills, and individual innovativeness. Eurasian Business Review, 8, 139-169.
- Iles, P., Chuai, X., & Preece, D. (2010). Talent management and HRM in multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189.
- Kravariti, F., & Johnston, K. (2020). Talent management: a critical literature review and research agenda for public sector human resource management. Public Management Review, 22(1), 75-95.
- Lepeley, M. T., Beutell, N. J., Abarca, N., & Majluf, N. (2021). Soft skills for human centered management and global sustainability. Routledge London, UK:.
- Matteson, M. L., Anderson, L., & Boyden, C. (2016). " Soft skills": A phrase in search of meaning. portal: Libraries and the Academy, 16(1), 71-88.
- Meyers, M. C., Van Woerkom, M., & Dries, N. (2013). Talent—Innate or acquired? Theoretical considerations and their implications for talent management. Human resource management review, 23(4), 305-321.
- Moczydłowska, J. (2012). Talent management: theory and practice of management. the polish experience. International Journal of Bussiness Economic Research, 3(1), 432-438.
- Ngang, T. K., Hashim, N. H., & Yunus, H. M. (2015). Novice teacher perceptions of the soft skills needed in today's workplace. Procedia-Social and Behavioral Sciences, 177, 284-288.
- Patacsil, F. F., & Tablatin, C. L. S. (2017). Exploring the importance of soft and hard skills as perceived by IT internship students and industry: A gap analysis. Journal of Technology and Science education, 7(3), 347-368.
- Renzulli, J. S. (2021). The Three-Ring Conception of Giftedness: A Developmental Model for Promoting Creative Productivity 4. In Reflections on gifted education (pp. 55-90). Routledge.
- Robles, M. M. (2012). Executive perceptions of the top 10 soft skills needed in today’s workplace. Business communication quarterly, 75(4), 453-465.
- Tannenbaum, A. J. (2000). A history of giftedness in school and society. International handbook of giftedness and talent, 2, 23-53.
- Tyskbo, D. (2019). Talent management in a Swedish public hospital. Personnel Review, 48(6), 1611-1633.
- Werner, J. M. (2022). Human Resource Development: Talent Development. Cengage. https://books.google.com/books?id=Df2WzQEACAAJ
- Wiblen, S., & McDonnell, A. (2020). Connecting ‘talent’meanings and multi-level context: A discursive approach. The International Journal of Human Resource Management, 31(4), 474-510.
- Wikle, T. A., & Fagin, T. D. (2015). Hard and soft skills in preparing GIS professionals: Comparing perceptions of employers and educators. Transactions in GIS, 19(5), 641-652.
- تسلیمی، م.س، و علی‌پور، م(2019). رویکردهای استعدادپژوهی در خط‌مشی‌های نخبگانی کشور. مدیریت دولتی، 11(1)، 150-123. . https://doi.org/10.22059/jipa.2019.264568.2349

Files

History

  • Receive Date: 02 December 2025
  • Revise Date: 01 January 2026
  • Accept Date: 12 February 2026
  • First Publish Date: 21 March 2026
  • Publish Date: 21 March 2026

Share

How to cite

Statistics