Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran

Abstract

Orientation: Digital transformation has changed the process of talent management. Traditional models embraced activities and processes that guided the right employee towards the right positions or a broad view of talent management.

Research purpose: This study aimed to investigate the mediating impact of digitalised process management on relationship between talent management (TM) and organisational performance.

Motivation for the study: Digitalisation in enhanced industries such as mobile telecommunications emphasises agility required to attract talent in a dynamic environment in terms of marketing, competition, et cetera.

Research approach, design and method: Research data were collected through a quantitative approach. The statistical population of participants in this research included 298 managers and specialists in the field of the mobile Iranian telecommunications industry. Data were collected using a standard questionnaire, the validity of which was assessed based on the validity of content and structure and its reliability through Cronbach’s alpha. Obtained model was analysed using SPSS version 26 and Smart PLS version 3.3.3 software.

Practical or managerial implications: Impact of TM on organisational performance through the mediation of digitalised process management is identified. Results show that investments are required to correlate the digitalised process into TM processes to take organisational performance into the digitalisation era.

Contribution or value-add: This study extends the knowledge about future of the TM process, which is enhanced by digitalisation aspects to support company and organisational performance for achieving and adopting in the digital era. The study also extends digitalisation process by using a structural model to investigate the future of process in mobile telecommunication industry in Iran.