Designing a Model of Talent Management in Police Training Centers

Organizations especially service organizations such as IRIP as well as have found that in order to succeed in today's complex arena need to have the best talent. At the same with understand the need to recruit, develop and retain talents, organizations have found that talents are critical resources that are needed to management to achieve the best results. The present research was conducted with the aim of designing talent management pattern in IRIP training centers. The research was practical in terms of objectives and descriptive-survey in terms of data collection method. Moreover, it was exploratory mixed in terms of type of data. In the qualitative section, the population consisted of 10 of experts of the scientific community and organizational specialists of IRIP who were selected using purposive sampling method. Furthermore, in the quantitative section, the population consisted of all employees in IRIP including 1357 official and contractual among whom 300 individuals were selected as a sample size using Chocran formulla and classification random sampling method. Data collection tool was individual exploratory interviews in the section of qualitative research. In the section of quantitative research, made research questionnaire were used to collect data. Moreover, the collected data were analyzed through descriptive and inferential statistics using SPSS-22 and Smart PLS 2 software. The findings demonstrated the factors affecting talent management in IRIP training centers are: human capital, organizational learning, organizational social responsibility, organizational culture, motivation of employees; the current status of the identified dimensions and components affecting talent management and the current status of talent management in IRIP training centers were desirable; the research model was presented based on the identified components and dimensions; the degree of appropriateness the proposed model according to the research components was acceptable; each of the identified components and dimensions had impact on talent management; motivation had the most important significance among the identified dimensions.