Designing an Inclusive Talent Development Framework in the Organization (Case Study: Social Security Organization)

Document Type : Research Paper

Authors

1 Ph.D. Candidate, Department of Management and Accounting, Faculty of Accounting & Management, College of Farabi, University of Tehran, Tehran, Iran.

2 Associate Prof., Department of Management and Accounting, Faculty of Accounting & Management, College of Farabi, University of Tehran, Tehran, Iran.

10.22059/jipa.2025.399679.3749

Abstract

Objective
Inclusive talent development (ITD) focuses on creating equitable opportunities for growth and professional flourishing for all employees. This approach enables organizations to identify and nurture individual potential, placing employees in roles that align with their inherent talents. When employees perceive that their abilities are valued and that clear growth pathways exist, their sense of belonging and participation strengthens, fostering greater knowledge sharing and the exchange of ideas. The purpose of this research is to design a comprehensive framework for inclusive talent development within Iran’s Social Security Organization. The framework aims to facilitate employee self-actualization and ensure career paths are commensurate with individual talents.
Methods
This applied study adopts an interpretive research paradigm and an inductive approach. Following a qualitative methodology, it employs a cross-sectional time horizon and utilizes thematic analysis as its core research strategy. Data were collected through semi-structured interviews with managers and human resources experts from the central headquarters of the Social Security Organization, a major governmental service provider. Participants (n=12) were selected via purposeful and snowball sampling techniques. The interview data were systematically analyzed using thematic analysis to identify, analyze, and report patterns (themes) relevant to constructing the ITD framework.
Results
The analysis resulted in a detailed, multi-component framework for inclusive talent development. The model is organized into eight interconnected thematic sections: (1) Fundamental Principles (the core philosophical underpinnings of ITD); (2) Requirements & Necessities (essential organizational preconditions for implementation); (3) Potential Discovery (processes for identifying latent talent); (4) Talent Strengthening (mechanisms to convert potential into strengths); (5) Intervening Factors (variables that directly enable or hinder the process); (6) Moderating Factors (contextual variables that influence the strength of relationships within the model); (7) Immediate Results (the direct outcomes of ITD practices); and (8) Ultimate Consequences (the broader long-term impacts on the individual and organization).
Conclusion
This study concludes that an inclusive talent development strategy is both appropriate and beneficial for the studied organization. Grounded in humanistic and positive psychology principles, the proposed framework provides a structured pathway for the organization to recognize and cultivate the inherent capabilities of its workforce. Implementation is poised to enhance employee skills, motivation, self-confidence, and personal flourishing by creating a profound sense of worth and belonging. Consequently, the organization can build a diverse and talented internal pool, improve job-employee fit, and increase overall work engagement. The individual and organizational consequences are extensive and synergistic, leading to greater employee commitment, job satisfaction, creativity, and retention, as well as improved organizational effectiveness, agility, brand strength, and strategic goal achievement. Ultimately, this framework facilitates the transformation toward a dynamic, learning-oriented organization that is resilient in the face of environmental change.

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 18, Issue 1
2026
Pages 203-233

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