The Development of Human Resource Middle-level Executives’ Potential Model in Public Limited Companies for Business Competitiveness in the Digital Era

The rapid advancement of digital technologies and artificial intelligence has increased governance complexity and workforce transformation in Thailand's public limited companies. This study aims to (1) identify the key competency components of human resource (HR) middle-level executives, (2) develop a potential model, and (3) propose a development guideline to enhance business competitiveness in the digital era. We employed a mixed-methods design that combined documentary analysis, a three-round Delphi technique with 18 HR executives from five industry sectors, and a focus group with 14 experts. Data were analyzed using median (≥ 3.50) and interquartile range (≤ 1.50) criteria. The findings reveal a competency model based on the knowledge–skills–attributes (KSA) framework, comprising 3 dimensions, 13 main components, and 26 sub-components. A T-R-U-S-T development framework was also formulated to guide implementation. Experts validated the model, and it showed strong applicability for Thailand's public limited companies.