Document Type : Original Article
Authors
1
PhD student in Public Administration, Department of Public Administration, Islamic Azad University, South Tehran Branch, Tehran, Iran
2
Assistant Professor, Department of Public Administration, Islamic Azad University, South Tehran Branch, Tehran, Iran
3
Assistant Professor, Department of Industrial Management, Islamic Azad University, South Tehran Branch, Tehran, Iran
4
Department of Public Administration, Faculty of Management, Islamic Azad University, South Tehran Branch, Tehran, Iran
Abstract
he purpose of the current research is to identify and rank the dimensions and strategic components that are effective on the establishment of the talent management system in the Agricultural Bank as one of the organizations that provides the most monetary and financial services to customers in all parts of the country. . The method used in this article is based on its purpose, its application, in the field of exploratory descriptive studies. Using field studies and meta-combination method, the dimensions and components affecting talent management were identified and placed at the disposal of 15 experts in the banking field who were selected in a purposeful way and scoring was done using the Delphi method. Based on the results extracted from experts' scoring, the final dimensions and components were determined. Ranking of dimensions and components was done based on DEMATEL method and fuzzy network analysis process. Pairwise comparisons were made based on the opinion of experts. To analyze the data, the implementation of the calculations related to the fuzzy DEMATEL method and the fuzzy network analysis process were used in the EXCEL software. The results show that the effective dimensions in talent management are respectively: development, employment and maintenance; Identification, recruitment and evaluation; Determining the characteristics of talent; program evaluation; Strategies and organizational environment. Also, the effective components in the talent management process with priority weighting are: training and development; internal application; interpersonal characteristics; evaluation of processes; Formulation of strategy and policies communicated to the bank.
Keywords
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