Designing a model for developing and maintaining talent in the organization: Qualitative research in education

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.