The Development of a Human Resource Management Framework for High Potential Personnel of the Praboromarajchanok Institute

Abstract

This research and development study aimed to develop a human resources management framework for high-potential personnel at Praboromarajchanok Institute. The study was conducted in three phases. Phase 1 examined the potential and competencies of personnel. The sample consisted of 352 individuals, including civil servants, government employees, and institutional staff. Data were collected using a questionnaire with a reliability coefficient of .80, and semi-structured interviews with five senior executives and ten human resource experts, yielding item-objective congruence scores ranging from .67 to 1.00. Phase 2 involved constructing the model by analyzing and synthesizing findings from Phase 1, drafting the model, and presenting it to three experts for review and refinement. Phase 3 assessed the quality of the model through connoisseurship seminars with six experts, evaluating appropriateness, feasibility, accuracy, completeness, and usefulness. Data were analyzed using descriptive statistics, Pearson’s correlation coefficient, and content analysis.  The findings were as follows.

1. Personnel potential and competencies were rated with a high score high in three dimensions: work skills and abilities (M = 4.02, SD = 0.62), governance and organizational values (M = 4.36, SD = 0.63), and satisfaction with work outcomes (M = 4.06, SD = 0.66).

2. The developed model comprised five components: Talent Identification, Talent Development, Talent Performance Management, Talent Retention, and Succession Planning.

3.Expert evaluation indicated that the overall quality of the model was at the highest level (M = 4.67, SD = 0.05). Appropriateness (M = 4.83, SD = 0.41), feasibility, accuracy, and usefulness (M = 4.67, SD = 0.52) were rated at the highest level, while completeness was rated at a high level (M = 4.50, SD = 0.55).

The developed model can serve as a systemic conceptual framework for managing high-potential personnel. However, further implementation in real-world contexts is recommended to examine its effectiveness and support policy-level application.