The aim of this study is to explain a model for the development of talent management in the tourism sector and to investigate how the model factors affect each other and practical solutions for the development of talent management in the tourism sector. Therefore, due to the combined approach in the quality sector using grounded theory method and in-depth interviews with 12 experts (managers of tourism agencies and university professors who have degrees in tourism management, hotel management and tourism entrepreneurship). ) Has explained a model for the development of talent management in the tourism sector. This model consists of six main themes: 1) causal conditions (structural factors, environmental factors and behavioral factors); 2) background conditions (organizational culture, organizational maturity, organizational learning, work environment conditions and organizational perspective); 3) Intervening conditions (organizational barriers and information and motivational barriers); 4) central category (talent management and development in the tourism sector); 5) Strategies (talent search, talent assignment, talent search and talent possession); 6) Consequences (individual, organizational and extra-organizational consequences). Then, in the second step, using the technique of confirmatory factor analysis and modeling of structural equations among 300 managers and employees of travel agencies, the resulting model was fitted, validated and tested. In a quantitative stage, based on the research method, the correlation between the variables of the initial model and the coefficients of effectiveness of each in explaining the model for the development of talent management in the tourism sector was determined. Based on the statistical results of the study, causal conditions with a coefficient of 28%, background conditions with a coefficient of 25% and intervening conditions of 19% were effective on the central category, respectively. The least influence on the central category is related to the interventionist conditions and the most influence is related to the causal conditions. Also, the impact of the central category on strategies is 37%, the impact of contextual conditions on strategies is 33% and the impact of intervening conditions on strategies is 16%, which has the greatest impact on the central category. The effect of strategies in the model on the outcomes was 61%.