Journal of Management and Business Solutions 3092-7226 In Press 2026 11 01 Identifying the Factors of a Strategic Human Resource Retention Model: A Case Study of Bank Melli, East Azerbaijan Province Identifying the Factors of a Strategic Human Resource Retention Model: A Case Study of Bank Melli, East Azerbaijan Province 1 15 EN Journal Article 2025 11 12 <p>The objective of this study was to identify and validate the key factors of a strategic human resource retention model tailored to the organizational context of Bank Melli in East Azerbaijan Province. This study adopted a qualitative, developmental research design grounded in expert knowledge. The study population consisted of university faculty members in management, human resource professionals, and senior banking experts. Participants were selected through purposive and snowball sampling to ensure both expertise and diversity of perspectives. Data were collected through an extensive review of relevant scientific literature and semi-structured interviews conducted with ten experts. The interview data were analyzed using thematic analysis, supported by open, axial, and selective coding procedures. To enhance rigor and achieve consensus on the extracted components, the Delphi technique was employed to refine, confirm, or reject the identified factors. Credibility and trustworthiness were ensured through expert review, iterative coding, and consistency checks across data sources. The findings indicate that strategic human resource retention in the banking sector is a multidimensional construct shaped by interrelated organizational and managerial factors. Core validated dimensions included organizational sustainability and job security, organizational justice and transparency, culture of respect and human interaction, human-centered leadership, organizational belonging, professional development conditions, learning and creativity culture, organizational cohesion, psychological well-being and work–life balance, and supportive systems with effective feedback. Several components, particularly those emphasizing symbolic recognition, transparency, leadership support, and well-being, were endorsed more strongly than purely financial incentives, suggesting a shift toward relational and developmental retention mechanisms. The study concludes that effective human resource retention in Bank Melli requires an integrated strategic approach that aligns organizational structures, leadership practices, cultural values, and employee well-being with long-term organizational goals, moving beyond traditional incentive-based models.</p> https://www.journalmbs.com/index.php/jmbs/article/download/205/159