طراحی الگوی جذب کارکنان صنایع خلاق (مورد مطالعه: موزه انقلاب اسلامی و دفاع مقدس)

Objective
The mission of human resource management in organizations is to recruit talented individuals. Recruiting capable and talented individuals is one of the primary strategies of management in any organization. Most companies cannot immediately recruit talented people as new members, and this lack of talent is the biggest barrier to the growth of corporations. Addressing this deficiency is considered a strategic advantage. Each organization will need employees with distinct skills and experiences to succeed. Consequently, in today's successful organizations, employees are irreplaceable. Therefore, human resource managers, by influencing the people who are recruited into the organization, assist in enhancing metrics such as quality, productivity, and customer satisfaction in the organization.
When the nature of the industry is creative, talent management becomes the top priority for a creative organization. In this case, supporting the company's strategy will be one of the main functions of the human resources department, as creative employees can be considered the main source of creating a sustainable competitive advantage. Creative industries can be described as sectors at the intersection and overlap of culture, technology, science, and commerce. In the National Document for the Development of Cultural and Soft Technologies, creative industries are defined as sectors that engage in the creation of ideas, production, and distribution of products and services with a cultural nature.
These industries are mainly knowledge-based and driven by creativity, skill, innovation, and technology, typically supported through copyright and intellectual property. Cultural technologies comprise a set of methods, tools, and processes for converting knowledge and cultural resources into cultural goods and services that convey cultural values desired by technologists in the cultural sphere. Soft technologies encompass a set of norms, procedures, regulations, institutions, and systems of knowledge that address human behavior and his psychological, cultural, and social needs, enhancing the effectiveness of hard technologies.
The distinctive feature of soft technology is its reliance on human intellectual and creative output, which is innovative, cultural, and artistic in nature. Also, social technologies, a subset of soft technologies, facilitate interaction among individuals to provide space, tools, and resources for social computing or sharing knowledge and information on various topics, or to solve social problems through the design and implementation of mechanisms, efficient procedures, and technological systems.
The innovation system of cultural industries and products is a network of institutions, including activists, organizations, processes, and solutions, as well as behaviors and relationships among them, which plays a role in transforming the Islamic, Iranian, revolutionary meanings, beliefs, and values from theory into practice through the absorption, production, dissemination, and utilization of ideas and knowledge in the production of symbols, products, and tools that influence the cultural, emotional, aesthetic, and intellectual demands of society.
The Museum of the Islamic Revolution and Sacred Defense was launched to familiarize domestic and foreign audiences, especially the young and future generations, with the culture and values of the Islamic Revolution and Holy Defense.
According to the definitions of creative industry and cultural technologies in the National Document for the Development of Cultural and Soft Technologies, the Museum of the Islamic Revolution and Holy Defense is a social innovation and social technology in creative industry and cultural technology. With its different sections, this museum allows visitors to visualize some spaces and battlefields in real or symbolic dimensions, with real or simulated weapons.
The purpose of the current research is to design an employment model for creative industries in the Islamic Revolution and Holy Defense Museum and to improve the qualitative and quantitative level of the activities of this museum as a part of the creative industry. The results can also be extended to other historically oriented creative industries.
Research Methodology
The research method in this study is data-based, with theoretical sampling used in the interviews. Participants include 31 employees and experts active in the field of management of the Museum of the Islamic Revolution and Holy Defense and other managers active in the field of creative industries.
Findings
The findings of the research indicate that the Museum of the Islamic Revolution and Holy Defense is concerned about enhancing the quality of employee recruitment, organizational sustainability, self-motivation, self-development, success, skill orientation, organizational socialization, organizational dynamism, and satisfaction. Additionally, in the derived model, the elements of the conditions (principles) include value orientation, foresight, efficiency orientation, and idea orientation. Environmental interactions, awareness, and environmental management constitute the elements of underlying conditions. The elements of intervening conditions include advantage creation, risk-taking, motivation orientation, and knowledge orientation. Furthermore, specialization, integration, rule-based orientation, administrative relations, and convergence constitute the elements of strategies.
Discussion & Conclusion
Considering that the Museum of the Islamic Revolution and Holy Defense is a creative industry, the proposed model for designing an employee recruitment pattern for creative industries is suitable for the phenomenon under study, and the results can be extended to other creative industries with historical orientations.
The Museum of the Islamic Revolution and Holy Defense is an event museum and is different from museums that only display historical buildings and objects. Therefore, it can be called a creative industry. Creative companies must continuously deliver a high level of innovation in their products, and this level of innovation, in turn, requires a high level of technological progress. The employees of creative companies are in charge of responsibility for this innovation, which in this museum, due to its creative nature, includes achieving organizational goals. Accordingly, this demands an appropriate model for recruitment. Therefore, the Islamic Revolution and Holy Defense Museum requires a model for recruiting creative employees to assist the museum in achieving its organizational goals of creating ideas, producing, and distributing cultural products and services.