Developing Talent Management Indicators with Emphasis on Succession Planning Development in East Azerbaijan Governorate

Abstract

This study aimed to develop talent management indicators with emphasis on succession planning development in East Azerbaijan Governorate. This qualitative study was conducted using a grounded theory approach. The participants consisted of academic experts, managers, specialists, officials, and consultants familiar with human resource management, talent management, and succession planning in East Azerbaijan Governorate. Participants were selected through purposive and snowball sampling, and data collection continued until theoretical saturation was achieved. In total, 17 experts and specialists participated in semi-structured interviews. After transcription, the interview data were analyzed through open, axial, and selective coding based on the Strauss and Corbin approach. To enhance the credibility and dependability of the findings, expert review, continuous comparison of data, and matching of extracted concepts with participants’ perspectives were used. Data analysis indicated that the talent management model with emphasis on succession planning consisted of causal conditions, a central category, intervening conditions, contextual conditions, strategies, and consequences. The causal conditions included human, cultural, and organizational factors. The central category was identified as the talent management system with emphasis on succession planning, including precise job definition, screening and assessment, forecasting and selection, training, monitoring, evaluation, reinforcement, and mentoring. The intervening conditions were classified into managerial and leadership factors, job-related factors, and organizational factors. Contextual conditions included organizational contexts, development and training factors, fundamental values, and strategic orientation. The strategies consisted of designing and implementing the succession planning system, while the consequences emerged at individual, group, and organizational levels. The results showed that succession planning development in East Azerbaijan Governorate requires a comprehensive, competency-based, future-oriented system supported by managerial commitment, continuous training, accurate evaluation, and talent retention mechanisms. The extracted model can provide a practical basis for improving human resource systems and preparing future managers in public organizations.