Value management: A new approach to talent management (Case study: National Iranian Gas Company)

Having strong and capable crews is one of the main desires of any organization. The prosperity of an organization depends on such individuals. According to the resource-based approach, organizations with talented HR have a competitive advantage because the chance of imitating and copying such forces is zero for the competitor. Demand for talents is increasing, and organizations compete to obtain such resources and spend more on attracting and hiring them. A successful organization can identify and maintain talents using appropriate human resource systems. Value-based organization models are effective systems on talent management that have entered the talent management literature. In the other part, the statistical population consists of all talented employees of the NIGC (N = 850) that using Cochran's formula, 265 people were randomly selected as a statistical sample. The goal of this article is to review the literature on the model of value-based organization with an emphasis on talent management in the National Iranian Gas Company (NIGC). This mixed research is practical in purpose and has a quantitative nature. Results showed that to achieve improved management of talents, individual values, professional ethics, and organizational, group, spiritual, psychological, and social values should be given priority. Paying attention to the values of talents and institutionalizing important values, such as challenging work, continuous learning, maintaining self-esteem, giving them independence and freedom, should be among the priorities of the National Iranian Gas Company.