Investigating the relationship between talent management and career path in one of Iran's armed forces organizations

talent management and career path management is one of the issues raised in the effective management of organizations, which is very important today due to the strong need of organizations for talented people in order to achieve competitive advantage and the importance of internal talent flourishing in the career path. In this regard, the main goal of the research is to investigate the relationship between talent management and career path work.

This research is a descriptive survey based on the method of data collection in the field of applied research. The statistical population of this research was the staff managers of one of the organizations affiliated to the armed forces, numbering 92 people. A simple random method was used for sampling and 75 people were selected as a statistical sample using Cochran's formula. Data collection was done using a researcher-made questionnaire. The first questionnaire is related to talent management in the form of four dimensions, 17 indicators and 31 questions, and the second questionnaire is related to the career path in the form of four dimensions, 22 indicators and 23 questions. Cronbach's alpha test was used to measure the reliability of the questionnaires and descriptive and analytical statistical tests with SPSS software were used to analyze the data.

The findings of this research showed that the relationship between talent management and career path in the studied organization is significant and inversely, and the value of Pearson's correlation coefficient is -0.264. Also, talent management has a significant and inverse relationship with job identity in the studied organization, and the value of Pearson's correlation coefficient is -0.247. No significant relationship was observed between talent management and variables of job security, job service and job creativity.

The results of this research showed that the path of career development of talents in organizations should be viewed differently from that of individual employees, and long processes and some cumbersome organizational criteria should not hinder the progress of talented people at different levels of the organization, so that the tremendous effects of talent management are far from Channeling people who are prone to manifest.