Identifying an Indigenous Model of Strategic Talent Management with Emphasis on Human Capital: A Qualitative Study
Keywords:
Strategic Talent Management, Human Capital, Indigenous Model, Thematic Analysis, Medical University, Qualitative ResearchAbstract
Objective: This study aimed to identify the components, concepts, and principal themes of an indigenous strategic talent management model emphasizing human capital at North Khorasan University of Medical Sciences and Health Services.
Methods and Materials: This applied-developmental study employed a qualitative and exploratory design. Participants consisted of experts and specialists in human resource management and health services who were recruited through purposive, criterion-based, and snowball sampling. Sampling continued until theoretical saturation was achieved, resulting in 12 participants. Data were collected through face-to-face and remote semi-structured interviews, each lasting approximately 60 minutes. Interviews were transcribed verbatim and analyzed using Braun and Clarke’s thematic analysis approach with the support of MAXQDA software. Member checking was employed to enhance the credibility of the qualitative findings, and ethical principles, including informed consent, confidentiality, anonymity, and the right to withdraw, were observed throughout the study.
Findings: The thematic analysis generated 97 initial codes, which were organized into 20 preliminary concepts and five overarching themes: strategic orientation of human capital, talent management infrastructure, talent development and nurturing system, motivation and retention of human capital, and organizational culture challenges. Analysis of the interrelationships among the themes revealed a systemic and hierarchical pattern in which weaknesses in strategic orientation contributed to deficiencies in talent management infrastructure, which subsequently impaired talent development processes and ultimately increased the risk of diminished motivation, organizational commitment, and human capital retention. Organizational culture additionally functioned as a contextual factor that moderated the strength and effectiveness of the other dimensions.
Conclusion: The indigenous strategic talent management model identified in this study is multidimensional, hierarchical, and systemic. Its effective implementation requires alignment of human capital policies with university strategies, establishment of coherent mechanisms for talent identification and performance assessment, systematic development and succession planning, strengthening of motivational and retention mechanisms, and improvement of organizational culture. Consequently, isolated interventions in a single domain are unlikely to produce sustainable talent management outcomes; rather, coordinated interventions across strategic, structural, developmental, and cultural levels are required.
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