طراحي الگوي مديريت استعداد در شركت فولاد مباركه اصفهان

t The present study was conducted with the aim of presenting a talent management model in Mobarakeh Steel Company. This study was developmental in terms of its purpose an‎d was conducted in two qualitative an‎d quantitative sections. In the qualitative section, the data collection tool was a review of domestic an‎d international articles related to the subject, as well as sources of Mobarakeh Steel Company documentation, an‎d semi-structured interviews. In this section, 15 managers an‎d experts of Mobarakeh Steel Company were interviewed using purposive sampling. The Strauss an‎d Corbin comparative method, including three stages of open coding, axial coding, an‎d selec‎tive coding, was used to analyze the data. The results of the interview analysis led to the extraction of 86 concepts that were classified into 5 categories including causal conditions, axial phenomena, contextual factors, strategies, an‎d consequences. In the second stage of the study, 1600 managers an‎d experts of Mobarakeh Steel company were selec‎ted as the statistical population, an‎d based on the Morgan table, the sample size was estimated to be 310 people. The quantitative research data were collected through a researcher-made questionnaire. The validity of the questionnaire was confirmed through the content validity ratio an‎d content validity index, an‎d its reliability was confirmed through Cronbachʹs alpha, an‎d then distributed. Of the 310 distributed questionnaires, 300 questionnaires were returned. Structural equation modeling an‎d confirmatory factor analysis were used with Amous software to analyze the data. The results showed that causal conditions including two categories of external factors with the subset of paradigm shift from traditional human resource management to modern human resource management worldwide, the prestige of the organization, ISO an‎d other stan‎dards, environmental requirements for the company in the field of competence an‎d the creation of eva‎luation centers, strategy map, the image of Mobarakeh Steel Company as a leader among successful industrial an‎d economic enterprises in Iran an‎d the image of being the first in the Middle East, an‎d internal factors with the subset of employing local management in the organization, the organizationʹs technology, the complexity of the organizationʹs business, the growth of human capital, intelligence an‎d the use of intelligent systems, the increase in the level of employee expectations, the expectations of applicants an‎d steel consumers, an‎d the inclusion of the industry perspective an‎d upstream documents in the organizationʹs strategies had a significant effect (with a coefficient of 0.89) on the pivotal phenomenon of differentiating talented personnel with the subset of differentiating individual characteristics an‎d differentiating personality characteristics. Also, the effect of differentiating talented personnel on contextual factors including two categories of organizational management with the subset of manager support, having leadership ability, accepting talent management, commitment to social responsibility, social-emotional competence of managers an‎d organizational characteristics with the subset of organizational rules an‎d regulations, organizational financial status, informing achievements in the steel newsletter, organizational excellence, organizational culture, relationship with the university, being a model an‎d benchmark of the steel company, an‎d knowledge system governance (with a coefficie

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