This is an excellent and crucial focus area. In the context of HRM/HRD in Thailand, structuring an organization and defining competencies are two sides of the same coin. They ensure the organization is built for efficiency and has the right people with the right skills to execute its strategy.
Here is a detailed breakdown of Structure & Competency for a Thai business environment.
Part 1: Organizational Structure (โครงสร้างองค์กร)
This is the formal framework of an organization, including how roles, responsibilities, and power are coordinated and controlled.
1.1 Common Structural Models in Thailand
While global models are used, their implementation is often adapted to Thai culture.
- Functional Structure (โครงสร้างตามหน้าที่งาน):
- What it is: Grouping by specialized functions (e.g., Marketing, Finance, Production, HR).
- Prevalence in Thailand: Very common, especially in Thai SMEs and family-owned businesses.
- Cultural Note: Reinforces clear hierarchy and chain of command, which aligns well with traditional Thai organizational culture.
- Divisional Structure (โครงสร้างตามหน่วยธุรกิจ):
- What it is: Grouping based on products, projects, or geographical markets.
- Prevalence in Thailand: Used by larger Thai corporations and MNCs operating in Thailand (e.g., a company with separate divisions for Bangkok, North, and South).
- Matrix Structure (โครงสร้างเมทริกซ์):
- What it is: Employees report to both a functional manager and a project/product manager.
- Prevalence in Thailand: Less common and can be challenging due to the potential for conflicting commands from two “bosses,” which goes against the clear hierarchy many Thai employees are comfortable with.
- Hybrid Structure (โครงสร้างผสม): Most large modern Thai organizations use a hybrid, often a functional structure with project teams overlaid on top.
1.2 Key Considerations for Structure in Thailand
- Respect for Hierarchy (ลำดับชั้น): The organizational chart (โครงสร้างองค์กร) is not just a diagram; it’s a social map. It clearly defines reporting lines, authority, and status. This helps maintain harmony and order (ความสงบเรียบร้อย).
- Centralized Decision-Making (การตัดสินใจจากส่วนกลาง): Structures are often more centralized, with key decisions made at the top. This is slowly changing with globalization.
- The “Bun Khun” Dynamic (บุญคุณ): The structure often reflects relationships of gratitude and obligation. Loyalty to a direct manager or the company founder can be a stronger motivator than the formal structure itself.
Part 2: Competency (สมรรถนะ)
Competencies are the measurable knowledge, skills, abilities, and behaviors (KSABs) that an employee needs to perform a job successfully.
2.1 The Thai Competency Framework (กรอบสมรรถนะ)
A typical framework has three layers:
1. Core Competencies (สมรรถนะหลักขององค์กร)
- Definition: The essential, non-negotiable behaviors and values required of every employee in the organization, regardless of their role or level.
- Examples for a Thai Company:
- Customer Focus (มุ่งเน้นลูกค้า)
- Teamwork & Collaboration (การทำงานเป็นทีม)
- Integrity & Ethics (ความซื่อสัตย์และจริยธรรม)
- Adaptability (การปรับตัว) – increasingly important.
- Respect for Individuals (ความเคารพในบุคคล) – very important in Thai culture.
2. Functional/Technical Competencies (สมรรถนะทางเทคนิค)
- Definition: The specific knowledge and skills required to perform a particular job or function.
- Examples:
- For an Accountant: Financial Reporting, Tax Accounting (PND), SAP proficiency.
- For a Digital Marketer: SEO/SEM, Social Media Analytics, Content Creation.
- For an HR Officer: Knowledge of the Thai Labour Protection Act, Payroll Processing, Recruitment Interviewing.
3. Leadership & Managerial Competencies (สมรรถนะด้านภาวะผู้นำและการจัดการ)
- Definition: The competencies required for employees in leadership or managerial positions.
- Examples for a Thai Context:
- Coaching & Developing Others (การโค้ชและพัฒนาผู้อื่น)
- Strategic Thinking (การคิดอย่างมีกลยุทธ์)
- Driving Results & Execution (การขับเคลื่อนผลงานและการปฏิบัติ)
- Building Relationships (การสร้างความสัมพันธ์) – Critical in Thailand.
- Effective Communication (การสื่อสารอย่างมีประสิทธิภาพ) – Including the subtle, indirect style often preferred.
Part 3: Integrating Structure & Competency (การบูรณาการ)
This is where the strategic HR work happens. You align the “boxes” on the chart with the skills and behaviors inside them.
Step 1: Job Analysis & Description (การวิเคราะห์งานและคำบรรยายลักษณะงาน)
- For each position in the structure, create a detailed job description.
- The JD should include responsibilities and the required competencies (Core, Functional, and if applicable, Leadership).
Step 2: Competency Modeling (การสร้างแบบจำลองสมรรถนะ)
- Define what “good behavior” looks like for each competency using a proficiency scale. For example:
- 1 – Basic
- 2 – Intermediate
- 3 – Advanced
- 4 – Expert
- Describe what each level looks like in behavioral terms.
Step 3: Application in HR Processes (การนำไปใช้ในกระบวนการ HR)
This is the most critical part. The competency framework must be alive in your HR systems.
| HR Process | Application of Structure & Competency |
|---|---|
| Recruitment & Selection (การสรรหาและคัดเลือก) | Hire based on competency-based interviews. Don’t just check experience; assess if the candidate demonstrates the core and functional competencies you need. |
| Performance Management (การประเมินผลงาน) | Move from just evaluating “what” was achieved (KPIs) to “how” it was achieved (Behaviors). Use the competency framework with the proficiency scale for 360-degree feedback. |
| Learning & Development (การฝึกอบรมและพัฒนา) | Identify Gaps: Compare an employee’s current competency level with the required level for their role. Create Targeted Training: Offer training programs (e.g., “Advanced Coaching Skills for Managers,” “Thai Labour Law for HR Officers”) to close these gaps. |
| Career Pathing & Succession Planning (เส้นทางอาชีพและการวางแผนผู้สืบทอด) | Use the competency framework to define what is needed for the next role. This creates a transparent development path for employees and ensures you have a pipeline of ready-now talent. |
| Compensation & Benefits (ค่าตอบแทนและสวัสดิการ) | Link rewards not just to performance results but also to how those results were achieved, fostering a culture that values the core competencies. |
Cultural Consideration for Implementation in Thailand:
- Saving Face (การรักษาหน้า): When using competencies for performance reviews, feedback must be delivered constructively and privately. Direct, harsh criticism can cause loss of face and be deeply counterproductive.
- Indirect Communication: Thai managers may be indirect when giving feedback on behavioral gaps. Training on how to give effective, culturally-sensitive feedback is essential.
- Seniority vs. Competency: Traditionally, promotion was based on seniority (ความอาวุโส). Modern systems promote based on competency. This shift needs careful change management to explain the “why” and ensure it is perceived as fair.
Summary
- Structure provides the skeleton of your organization.
- Competency provides the lifeblood—the skills and behaviors that make it move.
Integrating them effectively means you are not just filling positions, but you are placing the right people with the right skills and behaviors in the right roles to drive the organization forward, all while being mindful of the unique Thai cultural and legal context.