Luận văn thạc sĩ Quản trị kinh doanh: Building the competency frameworks for some key positions in arup Vietnam company limited

THESIS TITLE In English: Build the competency framework for some key person in Arup Vietnam Limited Company III.. ABSTRACT This thesis focuses on the development and implementation of a

GENERAL INTRODUCTION

Rational of study

Arup is an independent firm specializing in design, planning, engineering, consulting, and technical services, working across all aspects of the built environment today It is a global company established over 75 years ago, with over 16,000 employees and more than 140 offices in over 40 countries Arup started operating in Vietnam in the 1980s, and in 2008, they established a representative office in Ho Chi Minh City Areas of operation Arup operates across a wide range of industries, including 38 services and many markets, such as commercial building, high-end resort & hotel, industry, art & culture, ESD, infrastructure, transportation, environment, With a history of 15 years of establishment and operation, Arup Vietnam Consulting Limited Company- is one of top technical consulting company in construction consultancy segment The company has achieved many excellent achievements in the field, is a reliable consultant, the top priorities of investors The Arup Vietnam has participated in consulting works for many large projects , not to mention the key projects that have been entrusted by the State as well as large investors such as the Landmark 81, Long Thanh Airport, Curio Phu Quoc, Hai Phong Conventional However, the market today has more and more domestic and foreign enterprises participating in this field, with many outstanding strengths in technology, people This requires Arup Vietnam to change both the type of products and the quality of its construction investment consulting services, but the core of the change motto needs to focus - human resources The company's personnel are the representative of the company's image, company representatives participating in the extremely fierce consulting market today

Besides, the result of performance appraisal of the Head of the MEP and Structure Department for the fiscal year 2023/2024 (23/24) is shown below The criteria and indicators for level of performance were based on Appendix 3

Table 1-1 Departmental Performance Summary (Source: HR Department)

Despite similar workloads and external conditions, the data reveals a discrepancy in performance across the departments While some employees consistently deliver high-quality work (14 total), others exhibit unsatisfactory performance (3 total)

The reason for this situation is that the working capacity of each employee is different Therefore, the recruitment and placement of personnel in the right positions suitable to their capacity is a matter that needs to be reviewed by managers in enterprises in general and AVC in particular In recent years, AVC's Board of Directors has paid special attention to improving the quality of human resources To do that, AVC must first focus on training and developing human resources In addition, direct and indirect managers need to be closer to employees, to understand the thoughts and encourage the spirit of workers - those who directly work in production to create products branded AVC Employees with strong skills and knowledge can create more insightful and impactful consulting products, by consistently delivering high-quality consulting products, AVC can establish a strong reputation for excellence in the industry market This translates to effective marketing for the company's image, attracting new clients and solidifying its position

However, the capacity building for personnel at Arup Vietnam Limited Company is not high, proofing by having a low training maturity level (Level 1 according to the Bersin & Associates High Impact Learning Organizational Maturity Model) These include an underdeveloped training infrastructure (learning management system under development), potentially inadequate needs analysis, and a passive learning culture where employees rely on leader pressure and informal methods like incidental training and departmental head recommendations Furthermore, recruitment efforts may not be closely aligned with job position requirements To improve the capacity of AVRC's engineers and consultants, developing a competency framework for key positions becomes even more critical

Figure 1-1 Bersin & Associates HILO Maturity Model

Besides, in fact that many businesses in Vietnam currently do not give sufficient attention to this matter, often stopping at job descriptions This leads to ineffective recruitment only because of the lack of clarity about specific competencies

+)Source of Business Performance +)Capability and Learning Agility

+)Source of Talent Development and Performance

+)Evolving Governance and +)Operations improving L&D Core Processes

+) Source of Ad- hoc Job Support

5 for each position but also the consequences behind which will affect many aspects of the operation of the business

Thus, the objective of my graduation thesis is to propose a method for building a competency framework and apply it into Arup as an illustration.

Objective of study

The thesis has 2 main goals as below:

- Goal 1: Build the competency framework to design job competencies for each position

- Goal 2: Determine competencies of key positions in the Arup Vietnam Limited Company

To achieve the objective above, the thesis must perform some of the following tasks:

- Task No 1: Review of literature on the competency framework to build a framework for competencies of key positions in an organization

- Task No 2: Identify and specify the competencies required for key positions at Arup Vietnam Limited Company

For Arup Vietnam Limited Company, the findings of this thesis will immediately deliver benefits not only to the Human Resources department but also to the Board of Directors, enabling effective human management based on competency frameworks This implementation will extend across every position throughout the employee life cycle, encompassing recruitment, onboarding, development, and retention, as opposed to solely focusing on workload, as was the practice previously.

Scope of study

Research subject: Thesis researching how to build a competency framework at Arup Vietnam Limited Company

Scope of research: The thesis focused on clarifying the method of developing a competency framework for a number of key positions at Arup Vietnam Limited Company, developing a competency framework for the key positions

Timeline: The thesis was conducted from January, 2024 to May, 2024

Research process

Figure 1-2 Research process (Source: Author)

Figure 1-3.Implementation process (Source: Author)

1.Collect and review background information

2.Identify and engage Subject Matter Experts (SMEs)

Literature review of research and select the most suitable approach

Data classification

The data collection method will utilize a two-stage interview process:

The first stage will involve interviews with subject matter experts (SMEs) These interviews aim to gain insights into the nature of current work, as well as anticipated future needs This information will be used to build a draft competency framework

The second stage, the draft competency framework will be validated through interviews This ensures the framework's effectiveness before its official launch

Target Audience: BOD, Chief Accountant, Marketing Manager, HR Manager, Head of MEP Engineer (1st & 2nd interview)

Goal: Standardize titles, functions, and build the competencies for each position and competencies mapping for each position a 1st Interview:

Focus: Job description, department scope, competency relevance, proficiency levels b 2nd Interview:

Focus: Refining behavior indicators, self-assessment

Company resources include information about the company itself, its departments, and the jobs it offers Additionally, external information from the from

Thesis layout

The thesis layout includes 5 chapters:

✓ Chapter 2: Literature review and overview about Arup Vietnam Company

LITERATURE REVIEW AND OVERVIEW ABOUT ARUP

Definition of competency

An enterprise organization's success is driven by the collective competence of its individuals By fostering and developing individual skills, organizations enhance their overall competency Competency management plays a pivotal role in aligning competencies with individuals and processes, directly impacting product quality and customer satisfaction.

To study the current situation and build a competency framework at enterprises, first of all, we need to understand competency, as in a complex business environment with extended structural dimensions, defining and identifying competencies can be challenging Expressing these competencies in a common language adds to the complexity

There are many concepts of competency introduced by scholars The topic of competence has been discussed in many extents

Table 2-1 Summary on a few definitions and concepts of competency proposed by different scholars in the literature over the past decades (Wong, 2020; Lucia & Lespinger, 1999 and Robert, 1991 )

Authors Year Meaning and Definition

McClelland 1973 Competencies as the key components of performance related to "clusters of life outcomes" (p 15) They can be interpreted as broad as any kind of psychological or behavioral characteristics related to success in a person's life

Competencies are underlying characteristics that are causally related with the job performance of individuals They can be trained during adulthood

1993 Competencies are "motives, traits, self-concepts, attitudes or values, content knowledge, or cognitive or behavioral skills — any individual characteristic that can be measured or counted reliably and that can be shown to differentiate significantly between superior and average performers, or between effective and ineffective performers" (p 4)

Parry 1996 Competencies are set of interrelated knowledge, skills and attitudes that represents a key component of a person’s job role and responsibility, that associates with performance in a job, that can be measured against well-established standards, and that can be reinforced through training and development

2007 Competencies are skills, knowledge, and capabilities that individuals should have possessed when completing assigned tasks or achieving the goals

Authors Year Meaning and Definition

2006 Competencies are those direct and indirect skills and behaviors that allow individuals to perform given tasks or assigned roles effectively

1999 Competencies refer to “ a set of observable performance dimensions, including individual knowledge, skills, attitudes, and organizational capabilities, that are linked to high performance, and provide the organization with sustainable competitive advantage” (p.216)

1999 Competencies is a descriptive tool that identifies the skills, knowledge, personal characteristics, and behaviors that are necessary to effectively perform a role in an organization and help the business meet its strategic goals

1991 Competencies emphasize people's characteristics and show their ways of behaving or thinking in certain situations for a significantly long period of time

Researchers have identified keywords that encapsulate the concept of "competency" as including knowledge, skills, personal characteristics, attitudes and behaviors, and motives These elements contribute to an individual's overall proficiency and effectiveness in a particular domain.

Figure 2-1.Iceberg Model(Source: The handbook of competency mapping- Sanghi, p-11, 2009)

According to the iceberg model, competencies can be defined as skill, knowledge, attitude, self-concept, trait, motive Dividing two parts: visible are skill and knowledge, there are easy to observe and measure than the characteristics that may not be easily observed and exist “under the surface of ice”

To establish a comprehensive understanding of the overall concept, the following will provide a detailed breakdown of each term

• Knowledge is a form of familiarity, awareness, understanding, or acquaintance It often involves the possession of information learned through experience and can be understood as a cognitive success or an epistemic contact with reality, like making a discovery In simpler terms, it encompasses facts, truths, or principles acquired through study, investigation, observation, or personal experience(Merriam-Webster & Dictionary)

• Skill is ability to use one's knowledge effectively and readily in execution or performance, demonstrating dexterity or coordination, especially in learned physical tasks It represents a learned power of doing something competently, reflecting a developed aptitude or ability, coming from one's knowledge, practice, and proficiency, to do something well ( Merriam-Webster Dictionary )

• Attitudes is a feeling or opinion about something or someone It influences our behavior and actions It can also describe slightly aggressive behavior

13 or a failure to show respect, making someone difficult to deal with In a literary context, attitude can refer to the position of the body ( Cambridge Dictionary) Besides, in the researcher defines the attitude as “the person’s willingness to act or react in a certain way” ( Jung, 1971) For example, honesty, entrepreneurship - commitment, Attitude is the decisive factor among the three components of competence, two people with the same skills and knowledge will make a difference

• Personal characteristics refer to the enduring qualities or features that belong to an individual and make them recognizable These characteristics include major traits, interests, drives, values, self-concept, abilities, and emotional patterns (American Psychological Association & Collin Dictionary)

After understanding the definitions of each component of competency, we explore the relationships between these components The figure below (Fig.2.1-2) provides a summary and visualization of the inter-relation between the different components of one competency

Figure 2-2.Competency pyramid model (Source: Miteva, 2020)

Personal characteristics, consisting of innate qualities and life experiences, form the foundation of human development These characteristics underpin the acquisition of knowledge and skills, which are shaped by individual talents and traits The interplay between these elements influences behavior in various roles and situations, highlighting the significance of personal characteristics in shaping an individual's trajectory.

Type of competencies

According to Campion and his colleagues (2011), competencies can be divided into 3 groups:

Figure 2-3 Type of Competency (Source: Campion et al, 2011)

Core competencies: are the competencies which are critical for the development and the performance of the company in regards with the strategic vision, goals and values and any areas where the organization seeks to build competitive advantage The core competencies are applied to and required by all the employees For example, communication skills, decision making skills, problem solving skills

Organizational Mission, Vision, Value and Strategy

Core Competency Framework (Competency Foundations)

Leadership Behaviors (Knowledge, Skills, Abilities, Personal Characteristics)

Measurable Performance and Metrics Direct

Technical competencies encompass specialized knowledge, skills, and abilities within particular domains These competencies are indispensable for executing domain-specific tasks effectively They represent the professional expertise necessary for success in specific industries or fields By developing these competencies, individuals can enhance their performance, contribute to organizational goals, and maintain a competitive edge in the job market.

Leadership competencies: are competencies applied to management positions in organizations Different levels of management share the same competencies but differ in competency levels.

Job Description and Competency Profile

Distinguishing between "Job Description" and "Competency Profile" is essential for understanding the logic of the competency model In traditional human resource management, job analysis primarily focuses on the position rather than the individuals performing it Job descriptions, typical of this approach, outline position details but often lack alignment with the job's contribution to organizational success They may hinder organizational changes and quickly become outdated in today's dynamic environment

Conversely, a set of competencies, reflected in the competency profile, offers a clear depiction of expected behaviors and results for the job position It guides individuals on performance levels and how to achieve them While a job description emphasizes job elements and tasks, the competency profile studies successful individuals in the role, defining characteristics and behaviors

The job description answers "What" by outlining tasks, while the competency profile answers "How" by detailing the skills and behaviors needed These documents complement each other, providing a comprehensive understanding of the job position For instance, considering the position of an "Information Officer":

• Welcoming clients at the counter

• Guiding clients to the appropriate direction or employee

• Excellent communication skills (active listening, clear and calm voice)

• Proficiency in English (upper-intermediate level)

• Good knowledge of the company's organization and processes

• Conflict management abilities (remaining calm, patient, and adept in various customer situations)

In summary, job descriptions focus on tasks, while competency profiles delve into the knowledge, skills and behaviors needed for successful job execution Both documents work together for a comprehensive understanding of the job position.

Competency framework

Each job will require a set of competencies required to successfully perform a job role, there are several definitions of competency frameworks given by scholars such as those of Dubois and Rothwell (2004): "A competency framework is a description of the competencies necessary and adequate to successfully perform the job of a position, of a group, of a unit or of an organization"; George C Sinnot's (2002) view the competency framework as follows: "The competency framework reflects the entire competency that an individual needs to undertake a position or tool"; Mr Ngo Quy Nham (2015) in the book Proceedings of the Professional Personnel Association gives his views on the competency framework: "The competency framework is a set of necessary competencies that are closely related to the performance of the job and the group of work"; research paper by Dr Do Vu Phuong Anh synthesized and proposed the competency framework, a definition that is said to be the clearest and most specific: "The competency framework is a set of competencies that demonstrate knowledge, skills, qualities and attitudes to meet the job requirements effectively in the enterprise The framework includes a portfolio of competencies, each with a name, definition and behavioral expression describing the competency levels" (Anh, 2017, p.96)

Overall, the competency framework is an integrated methodology to support the recruitment and development of training programs, employee and leadership development, and the development of performance management and compensation systems for members of the organization A competency framework is a method of competency management by title, usually associated with two concepts: a competency framework, a set of competency standards for a position, and a competency dictionary, a collection of definitions and measures of competency in occupations related to the function of all positions in a business.

General structure of all kind of competency framework

The competency framework structure includes: Competency type, competency label, competency definition, proficient levels, behavior indicators, and competency criteria for title position (Voss et al, 2022)

• Label: Title that conveys what the competency is (e.g., adaptability)

• Definition: A short description summarizing the main points or intent of the competency

• Behavioral Indicators (BI): Behavioral indicators operationalize the competency into observable behaviors in the work setting context BIs identify successful performance at varying levels of mastery (or proficiency) in a standardized manner BIs answer the question “How do we know performance at this proficiency level when we see it?”

Competencies Definition Level 1 Level 2 Level 3 Level 4

Taking on new opportunities and tough challenges with a sense of urgency, high energy, and enthusiasm

- Displays a can-do attitude and enthusiasm

- Confirms what needs to be done and then does it

- Begins work early enough to meet deadlines

- Takes action without relying on unnecessary oversight

- Initiates timely action to address important issues

- Moves quickly to seize opportunities

- Takes on difficult challenges without procrastinating

- Takes action to resolve problems when they arise

- Drives others to take timely action

- Identifies and seizes new opportunities that benefit the business

- Instills a can-do attitude in others

- Pushes team or others to take action on new challenges

- Builds an environment that emphasizes taking initiative and acting quickly

- Models the enthusiasm and can-do attitude for the organization

- Helps the organization respond quickly to opportunities

- Leads the organization on bold challenges

Figure 2-4 Structure of competency framework (Source: Voss et al,2022)

Used to differentiate the extent to which someone demonstrates mastery of a competency on the job This scale can range from three to seven levels with increasing levels of independence and complexity Here are a few proficiencies level referenced for the thesis

Following the Four Stages of Contribution model, developed by Drs Gene Dalton and Paul Thompson, they offer valuable insights into 4 levels on how individuals evolve in their organizational impact and influence over time, is described in below

Table 2-2 The Four Stages of Contribution Model for increasing performance and career impact (Source: Korn Ferry)

Willingly accepts supervision and direction

Relies less on supervision; works independently and produces significant results

Provides direction to the organization

Demonstrates success on a portion of a larger project or task

Assumes responsibility for definable projects

Defines/drives critical business opportunities and needs

Masters basic and routine tasks

Increases in technical expertise and ability

Stimulates others through ideas and knowledge

Shows “directed” creativity and initiative

Involved as a manager, mentor, or idea leader in developing others

Performs well under time and budget pressure

Builds a strong internal network of relationships

Represents the organization effectively to clients and external groups

Sponsors promising individuals to prepare them for leadership roles

Learns how “we” do things

Builds a strong internal and external network

Represents the organization on critical strategic issues

Table 2-2 presents a structured framework for competency and responsibility development, dividing individuals into four levels: Contributing Dependently, Contributing Individually, Contributing Collaboratively, and Contributing Strategically Each level builds upon the previous, increasing the complexity of expectations for performance in areas such as skills, knowledge, relationship-building, and organizational impact.

In ISO/IEC 20006-2:2015 designed for use in information technology systems used for learning, education, and training This standard includes six distinct proficiency levels: A1, A2, B1, B2, C1, and C2 (beginner to advanced)

According to SkillsFuture from Singapore government they proposed frameworks proficiency levels from level 1 to level 7 Therefore, the more levels of competence are divided, the more detailed and clear they become However, dividing into many levels will lead to the creation of a competence dictionary that requires a lot of time and effort, making it challenging to differentiate and clarify boundaries between level Finally, the decision on the level of proficiency still depends on the context, organizational goals and the consensus of the company's staff

After interviewing the HR manager, it was determined that excessively subdividing the scale poses challenges in defining KSA (Knowledge, Skills, and Abilities) for each level Moreover, for Arup Vietnam Company, this initial pilot

22 implementation for critical positions could trigger apprehension towards adopting the competency framework upon completion due to an overwhelming number of levels The author proposes utilizing a 4-level scale for describing competency levels to enhance ease of use for evaluators Each competency level will be concretely defined as a set of observable behaviors The language employed in these definitions will be as simple and straightforward as possible to facilitate comprehension and practical application.

Overview of company

Arup is an independent firm specializing in design, planning, engineering, consulting, and technical services, working across all aspects of the built environment today It is a global company established over 75 years ago, with over 16,000 employees and more than 140 offices in over 40 countries

Arup was founded in 1946 by Ove Arup, who was one of the most brilliant engineers of the 20th century Throughout his career, he played various roles such as design consultant, client, construction engineer, structural engineer, but most notably, he was also a philosopher and renowned architect at the time Arup started operating in Vietnam in the 1980s, and in 2008, they established a representative office in Ho Chi Minh City and celebrated 15 years in Vietnam

Figure 2-5.Arup in Vietnam (Source: Arup)

Arup, a leader in construction, prioritizes a sustainable future through collaboration with clients They transform ideas into realities, emphasizing social impact and environmental well-being Six core principles guide their projects, aligning with UN goals and focusing on human health, clean energy, resource efficiency, climate resilience, social equity, and environmental protection This case study, inspired by a group member's affiliation with Arup, highlights the company's broader impact, particularly its founder's objectives encompassing human well-being, ethics, social good, and environmental stewardship

2.6.3 Notable projects in Viet Nam

Figure 2-6 Arup’s exemplary projects (Source: Arup)

Arup Vietnam, a prominent engineering and design firm, has played a significant role in shaping Vietnam’s skyline and infrastructure From the towering heights of landmark

81 to the sustainable design of Vietnam German University, Arup’s expertise spans across various project types Their impressive portfolio includes megastructures such as Long Thanh international airport and national exhibition center, demonstrating their ability to handle large-scale developments Arup’s commitment to innovation is evident in projects like times square, where they optimized the design for improved efficiency, and Vincom building, where they tackled challenging soil conditions to create the deepest basement in Vietnam Their diverse service offerings, encompassing everything from structural engineering to MEP design and sustainability consulting, make Arup a valuable partner for a wide range of construction projects in Vietnam

Human resources management in Arup Vietnam Limited company

2.7.1 The organizational chart in Arup Vietnam Limited Company

The General Director in the Vietnam office will decide on the medium- and long-term development strategy and plan for the Vietnamese market, supervise the director to perform the task of operating the company in accordance with the approved strategy and development plan Assisting the director are associate directors, chief accountant, head of engineers and HR manager in the functional sector The business activities of the company will be inspected, supervised, and reported to the General Director in a timely manner, helping the General Director make the right and timely decisions, helping the business plan achieve the set plan

Senior engineers manage team members of about 6-8 engineers to directly implement the project and then work directly with the Head of departments so that superiors can closely follow the progress of each project and identify urgent problems to solve

Figure 2-7 Organizational chart (Source: HR department)

Each specific job position is described in detail in the task assignment according to the following table 2.6-1:

Table 2-3 List of positions, titles and current status (Source: HR department)

No Title position Current situation

1 General Director Job description available Not yet developed

2 Director Job description available Not yet developed

3 Associate Director Job description available Not yet developed

1 Chief Accountant Job description available Not yet developed

2 Accountant Job description available Not yet developed

1 Head of MEPF Job description available Not yet developed

2 Senior Engineer Job description available Not yet developed

3 Engineer Job description available Not yet developed

4 Assistant Engineer Job description available Not yet developed

5 Graduate Engineer Job description available Not yet developed

No Title position Current situation

1 Head of Structure Job description available Not yet developed

2 Senior Engineer Job description available Not yet developed

3 Engineer Job description available Not yet developed

4 Assistant Engineer Job description available Not yet developed

5 Graduate Engineer Job description available Not yet developed

1 Marketing Manager Job description available Not yet developed

2 Marketing Executive Job description available Not yet developed

1 HR Manager Job description available Not yet developed

2 Talent Acquisition Job description available Not yet developed

3 L&D Specialist Job description available Not yet developed

4 Secretary Job description available Not yet developed

5 Information officer Job description available Not yet developed

2.7.2 Educational attainment-based workforce structure

Table 2-4 Educational attainment-based workforce structure (Source: HR department)

As evidenced by the data in the table, the number of employees with master's degrees has grown steadily from 4 to 12 within a three-year period This targeted recruitment strategy and investment in human capital underscores the firm's vision of fostering professional competency development This focus on upskilling the workforce is a strategic move to gain a competitive edge within the industry To further support this vision, the company should implement well-defined policies and procedures, or create a work environment that empowers employees to maximize their full potential

2.7.3 Current problems in human resources management

Table 2-5 Current problems in human resources management (Source: Author)

• Determinate the number of staff will be recruited in each department

• There is no specific competencies requirement for each position will be recruited

• There is no set of interview questions that assess the candidate's competencies for the position will be recruited

• Cost and time spent on a successful or unsuccessful position

• Identify candidates who align with the core values and culture of the business

• Evaluate at year end by using 1:1 and 360 0 methods

• Performance criteria vague and inconsistent Evaluation based on personal biases

• Feedback and development plans lack focus or alignment with organizational goals

• The KPIs for each position have not yet been established

• Conducted the learning need analysis by gathering the survey and interviewing from staff and management roles

• Learning cycle have been implemented to training and development

• Determine the total training hours from each position

• Learning path for each level of employees

• Promotions from departments are based on emotion, It has not been determined which courses are really necessary to be able to fill the competency gap

• Training effectiveness difficult to measure or justify

• There is no training program for talents and successors

• Profit share 2 times/ year based on financial situation of company

• Compensation and rewards inconsistent and unrelated to performance

• Pay scales lack transparency alignment with organizational goals

• There is no recognition and promotions system

• Access to limited resources such informational sessions about internal job opportunities These resources are often ad hoc and not integrated into a comprehensive career management strategy

• Career paths unclear, lacking alignment with competency development

• Development plans generic and disconnected from career goals

• Succession planning ad hoc and reactive, leading to talent gaps

The table 2-5 reveals some limitation in Arup Vietnam Limited Company's human resources The current approach, characterized by intuition-driven decisions, numerous shortcomings, and a lack of strategic planning, poses a risk of wasting resources, hindering employee development, and compromising the company's competitive edge Therefore, competency framework is developed to be more optimal in human resource management at Arup Vietnam

RESEARCH METHOD

Selection of methods for building a competency framework

Building effective competency frameworks is essential for organizations A six-step model and a five-step method provide structured approaches to develop these frameworks The six-step model focuses on establishing a clear purpose, identifying key competencies, defining proficiency levels, assessing current competencies, developing development plans, and monitoring progress The five-step method emphasizes the identification of organizational goals, development of competency profiles, mapping of competencies to roles, validation of the framework, and its continuous improvement By comparing these methods, organizations can determine the most suitable approach based on their resource constraints and specific needs, ensuring an efficient and feasible framework that supports organizational success.

Table 3-1 Method 1: Six-Step Model for Healthcare Competency Frameworks

Defines purpose, scope, stakeholders, resources, and timeframe

Ensures clarity, feasibility, and stakeholder alignment

May require significant upfront planning

Defines the various situations professionals operate in

Tailors the framework to diverse scenarios

Requires in-depth understanding of the profession

Gathers information about professional activities and adaptations

Captures the essence of competent performance

Data collection methods might be resource-intensive

Analyzes data, defines competencies, and gathers stakeholder feedback

Ensures accurate reflection of practice and user buy-in

Requires strong qualitative data analysis skills

Communicates the framework, development process, and rationale

May require effective communication skills

Ensures the framework remains relevant over time

Adapts to changes in the profession

Requires ongoing commitment and resources

Table 3-2 Method 2: Five-Step Method for Building Competency Models (Source:

Reviews existing data on job roles and responsibilities

Provides a foundation for competency identification

Might require access to diverse sources

Involves representatives from the target workforce

Ensures diverse perspectives and practical insights

Requires careful SME selection based on competency type

Drafts competencies with definitions and behavioral indicators (BIs)

Streamlines SME involvement and ensures clarity

Gathers data to establish legal defensibility and alignment with job requirements

Enhances model legitimacy and avoids bias

Data collection (e.g., surveys,interview) may require expertise

Integrates the model into human capital systems and maintains its relevance over time

Maximizes the impact of the competency model

Requires effective communication, training, and ongoing updates

Table 3-3 Comparison the similarity and difference between two methods (Source:

Method 1-6 steps (Bat et al, 2021)

Method 2- 5 steps (Voss et al, 2022)

Similarity Emphasize stakeholder involvement, whether through defining purpose and scope or engaging subject matter experts (SMEs)

Provide structured approaches to developing competency models, ensuring validity, accuracy, and applicability Highlight the importance of continuous evaluation and maintenance of competency models to ensure relevance over time

Difference Offer a more comprehensive framework with a theoretical foundation

Provide a streamlined approach focusing on practical implementation

Integrate stakeholder engagement across all stages

Specifically emphasizes SME involvement in competency modeling

Perceived as more complex and resource- intensive

Offer more flexibility and adaptability to different organizational contexts

The 5-step method is a well-suited approach for competency development within Arup Vietnam Company due to its alignment with the company's resource constraints and emphasis on practical application The method prioritizes a streamlined process, expert interviews for validation, and the involvement of subject matter experts in competency modeling These key features ensure the effectiveness of the method in meeting the company's specific needs and fostering a practical understanding of the competencies required for its operations.

34 competency framework is grounded in the organization's unique context and requirements Additionally, the flexibility and adaptability of the 5-step method accommodate the limited availability of key personnel, allowing them to participate in crucial stages of competency modeling despite time constraints By adopting the 5-step method, the thesis can effectively address the objectives of building a competency framework tailored to Arup Vietnam's needs within the specified time frame and resource constraints.

Five steps to build the competency framework

3.2.1 Step 1: Collect and review background information

Objective: o Gathering comprehensive background information that reflects the competency needs specific to Arup Vietnam, providing a strong foundation for building the competency framework.

Data collection involved reviewing job descriptions, internal training materials, and external industry standards The Office of Personnel Management's (OPM) MOSAIC Competencies, SkillsFuture, and Korn Ferry provided competency frameworks Document and literature reviews were conducted to gather data from HR department records, internal training resources, external databases, and Arup's strategic documents.

Actionable steps: a Collecting job descriptions: o Formally request detailed job descriptions for each key position from the HR department o Carefully read and analyze each job description to understand the specific duties, responsibilities, and qualifications required for each role

35 o Highlight key tasks and responsibilities that are critical to the performance of each position b Review internal training materials o Collect internal training manuals, course outlines, and development programs from the training department or relevant sources within the organization o Review these materials to identify the competencies they aim to develop o Determine any gaps in the training programs that might indicate missing knowledge, skills c Analyze external industry standards and competency frameworks o Conduct research to find relevant external competency frameworks from reputable sources such as OPM’s MOSAIC Competencies, SkillsFuture, and Korn Ferry o Gather comprehensive competency frameworks relevant to the industry and job positions at AVC o Compare these external frameworks with Arup’s job descriptions to identify any additional competencies that should be included d Review strategic documents: o Gather Arup’s vision and mission statements, strategic plans, and corporate values documents from the company’s strategic planning office or online repositories o Review these documents to ensure that the identified competencies align with the strategic goals and values of Arup Vietnam o Identify key themes such as digital and client focus that should be reflected in the competency framework

Outcome: o A comprehensive and contextualized list of preliminary competencies tailored to the needs and strategic objectives of Arup Vietnam

3.2.2 Step 2: Identify and engage subject Matter Experts (SMEs)

Objectives: o Involving individuals with extensive experience and understanding of the roles and competencies required, ensuring the competency framework is grounded in practical, real-world requirements

Data collection: o Type of Data: Detailed insights from SMEs on key tasks, skills, and behaviors required for different roles o Method: Semi-structured interviews with SMEs o Sources: Key personnel from various departments within the organization

To identify key roles and responsibilities within the organization, it is essential to select key personnel with in-depth knowledge about these positions A total of eight individuals were identified across various departments, including: [list of interviewees with their respective department and designation].

▪ Head of Structural Engineer o Formally invite selected SMEs to participate in the competency framework development process through emails b Develop structured interview guides: o Develop semi-structured interview guides tailored to gather detailed insights into the competencies required for different roles The guides should include questions on key tasks, essential skills, knowledge, and behaviors o Detailed interview guide is follow these questions:

▪ Describe and explain the scope of work of yourself and the employees in your department

▪ Provide suggestions for redefining titles to better suit the company

▪ Are the competencies listed in the table below relevant to your current job? Do you need to add any additional competencies to complete tasks effectively?

▪ Why are those competencies needed for your position?

▪ What is your opinion on how to allocate each competency into the respective types (core, leadership, technical)?

▪ What is your opinion on the proficiency level descriptions? c Conduct interviews with SMEs o Schedule interviews with SMEs from 45 to 60 minutes, ensuring enough time for thorough discussion o Carry out semi-structured interviews with each SME, focusing on gathering detailed information about the competencies required for different roles o Document the insights and information gathered during the interviews, ensuring all relevant details are captured accurately d Analyze and synthesize SME feedback

38 o Compile the feedback and insights gathered from all SME interviews into a coherent format o Identify common themes and key competencies that emerge from the SME feedback o Refine the preliminary competency identified in step 1, refine the list based on SME feedback, ensuring it accurately reflects the needs and realities of the organization e Validate and finalize competency categories: o Categorize the refined competencies into core, leadership, and technical competencies, based on the feedback from SMEs o Present the categorized competencies to SMEs for final validation and feedback, ensuring all categories and competencies are accurately represented o Make any necessary adjustments based on the validation feedback from SMEs

Outcome: o Detailed and validated insights into the competencies required for key positions at Arup Vietnam o A refined competency framework that accurately reflects the practical needs and realities of the organization, categorized into core, leadership, and technical competencies

Objective: o To draft detailed competency models, including definitions, behavioral indicators, and proficiency levels, ensuring they are tailored to the specific needs of Arup Vietnam

Data collection: o Type of Data: Definitions, behavioral indicators, and proficiency levels from various competency frameworks are gathered from step 1; feedback from SMEs in step 2 o Method: Literature review, SME feedback o Sources: External competency frameworks, SME insights, organizational strategic documents

Actionable steps: a Develop draft competency models o Conducted extensive research to gather definitions, behavioral indicators, and proficiency levels from various reputable competency frameworks such as Korn Ferry, SkillsFutrure Office of Personnel Management’s (OPM) MOSAIC Competencies, including internal documents, industry standards, and insights after the first stage of interview o Drafting definitions by created clear and concise definitions for each competency, ensuring they accurately reflect the skills, knowledge, and behaviors required for effective performance o Behavioral indicators based on identified specific behaviors that demonstrate each competency at different proficiency levels These indicators were tailored to reflect observable actions and outcomes b Design the competency framework

Competency framework is divided into 4 parts: o Code: Typed in the form C/L/T-AX, where C/L/T is the name symbol of the type of competencies: core competency, leadership competency, technical competency, X is the sequence number of the competency o Label: Title that conveys what the competency is (e.g., adaptability)

40 o Definition: A short description summarizing the main content according to the main tasks of that competency o Behavior indicator:

▪ Level 1 (Basic): At this stage, individuals possess basic knowledge and skills, primarily performing routine tasks They rely on guidance and supervision from others, focusing on applying competence in simple situations following established procedures

▪ Level 2 (Intermedia): As individuals progress, they gain confidence and autonomy, capable of independently applying competence in common cases They make decisions and handle responsibilities effectively, extending their contributions beyond tasks to engage in problem-solving

▪ Level 3 (Advanced): Moving beyond their own work, individuals at this stage start influencing and supporting colleagues They serve as mentors, coaches, and team leaders, guiding others in developing their competence and extending their impact beyond their immediate tasks

RESULTS

Define the job title in the Arup Company

With the goal of standardizing the organizational structure, title system and functions of each title

After reviewing the organizational chart and job descriptions, the author conducted interviews with department heads and consulted with the head of human resources This collaboration culminated in the establishment of a finalized title system for the organization, ensuring clarity and alignment within the workforce.

Basically, the pilot positions are all important positions of the company, so a consensus has been reached following section 2.6-3 Organizational chart in Arup Vietnam Limited Company Due to the pilot implementation, the positions and titles within the scope of the research thesis are listed in table 4.4-1 below The positions selected to build the pilot competency framework lie from the leadership level, managers who decide the strategic vision, core values as well as the quality of consulting products of the company

Table 4-1.Standardize the position title in Arup Vietnam (Source: Author)

No Department, Board Title position

2 Board of director Associate director

4 Financial department Chief of accountant

6 MEP department Head of MEP Engineer

7 Structural department Head of Structural Engineer

Build the competency framework

4.2.1 Results in step 1: Collective and review background information

Based on the thorough review of job descriptions, internal training materials, and external competency frameworks, as well as the alignment with Arup's strategic documents, a comprehensive list of preliminary competencies was developed These competencies were tailored to fit the specific needs and goals of Arup Vietnam The identified competencies include both technical and leadership skills necessary for the effective performance of each role This foundational work ensures that the competency framework is robust, relevant, and aligned with both the current requirements and the future strategic direction of the company

The key insight in step 1: a Preliminary leadership and technical competencies for AVC’s company

• Technical competencies include the knowledge, skills and behaviors necessary to apply specific technical principles and information in a job function or role Leadership competencies, on the other hand, describe the knowledge, skills, and attributes essential for effective leadership across any level, role, or function within our system These competencies reflect the common characteristics required for successful leaders

Table 4-2 Preliminary leadership and technical for Heads of departments (Source: Author)

Position Task and responsibility from job description Competency requirement

Lead and oversee all aspects of marketing strategy

Develop and implement a comprehensive marketing strategy aligned with overall business goals

Build and maintain relationships with internal and external stakeholders

Develop and execute impactful marketing campaigns across various channels (e.g., digital, social media, PR)

Manage and optimize marketing budgets

Develop event marketing, manage and coordinate with internal and external stakeholders

Oversee the development and management of brand identity

Analyze and measure the effectiveness of marketing campaigns and adjust as needed

Position Task and responsibility from job description Competency requirement

Develop and implement financial strategies to achieve organizational goals and objectives

Provide direction and guidance to the accounting team

Establish and maintain financial integrity and accountability throughout the organization

Identify and mitigate financial risks, ensuring compliance with regulations and minimizing exposure to liabilities

Cultivate and maintain relationships with internal and external stakeholders

Ensure compliance with organizational finance policies and procedures, reviewing and updating them as necessary to reflect changes in regulations and business practices

Organizational finance policies compliance and maintenance

Demonstrate deep knowledge and understanding of professional accounting standards, requirements, and procedures to ensure accurate financial reporting and compliance

Professional accounting standards, requirements, procedures understanding and compliance

Oversee financial accounting activities, including recording transactions, preparing financial statements, and maintaining accurate financial records

Lead management accounting processes, providing financial analysis and insights to support strategic decision-making

Manage tax planning and compliance activities, ensuring timely and accurate filing of tax returns and compliance with tax laws and regulations

Provide leadership and guidance to the HR team, fostering a positive and collaborative work environment

Develop and maintain a positive organizational culture that supports employee engagement and well-being

Develop and implement HR strategies and initiatives aligned with organizational goals and objectives

Cultivate and maintain relationships with employees, managers, and external stakeholders to support HR initiatives

Lead the planning and development of HR programs and initiatives to address organizational needs and priorities

Conduct needs assessments to identify gaps and opportunities for improvement in HR processes and practices

Facilitate resolution of conflicts and disputes between employees or between employees and

50 management, promoting a positive and productive work environment

Facilitate meetings, workshops, and training sessions to support employee development and organizational effectiveness

Provide coaching and support to managers and employees to enhance performance, develop skills, and achieve organizational goals

Demonstrate deep knowledge and expertise in

HR practices, policies, and procedures to provide guidance and support to the organization

Provide leadership and direction to the engineering team, fostering collaboration and teamwork

Develop and implement strategic plans for engineering projects, ensuring alignment with organizational goals

Identify and mitigate project risks, ensuring safety and compliance with regulations

Build and maintain relationships with clients, contractors, and stakeholders to facilitate project success

Lead project planning, scheduling, budgeting, and resource allocation to ensure successful project delivery

Interpret engineering drawings and manage drawing revisions and updates throughout the project lifecycle

Engineering drawing interpretation and management

Ensure compliance with engineering drawing standards and design specifications in project deliverables

Engineering drawing and design specifications

Incorporate safety considerations into engineering designs to minimize risks to personnel and property

Prepare technical documents, reports, and specifications related to engineering projects

Utilize 3D modeling software to view detailed models and visualizations of engineering designs

Table 4-3 Preliminary leadership and technical competencies for BOD (Source: Author)

Position Task and responsibility from job description Competency requirement

Develop and implement strategies and plans to achieve the organization’s goals and objectives

Oversee the day-to-day operations of the organization, including coordinating projects and activities, and ensuring that the organization is running efficiently and effectively

Build and maintaining relationships with stakeholders, including clients, partners, and vendors

Ensure that the organization is compliant with relevant laws, regulations, and policies

Responsible and accountable for financial performance

Responsible and accountable for the overall design, technical delivery, quality, coordinating many different people, facilities and resources, within defined budget and timescales

Project management Engineering drawing interpretation and management

To be able to act as PM or PD, Design Manager or Design Lead on major multi- disciplinary projects where company is lead consultant;

Oversee the predicting and planning of future resources

Director Supervising, mentoring and managing a small group of managers

Maintaining relationships with clients, partners and other stakeholders

Managing the profits and losses of the organization or a specific division

Developing goals and initiatives to direct the company’s course

Guide managers on implementing company initiatives and policies

54 b Preliminary core competencies o Core competencies are the competencies which are critical for the development and the performance of the company in regards with the strategic vision, goals and values and any areas where the organization seeks to build competitive advantage The core competencies are applied to and required by all the employees

Table 4-4 Preminilary core competencies of AVC

Core competence Strategic vision, goal and value

Organizational awareness Become the leading sustainable design and engineering firm in Vietnam Deliver high-quality, innovative projects that prioritize environmental and social responsibility Customer focus Understand and exceed customer expectations, deliver projects that create lasting value

Digital literacy Integrate technology into design and construction processes, improve project efficiency and sustainability outcomes

Focus on achieving measurable outcomes and high standards of performance

Problem solving and decision making

As a Engineering and Consultancy company, the essential for addressing challenges, identifying opportunities, and making informed decisions

Foster a culture of innovation, equip employees with the skills to adapt to a changing industry Influence Shape positive outcomes and drive change through effective communication and leadership

Adaptability Respond proactively to industry changes and client needs, ensuring continuous improvement and agility

Outcome of step 1: This list forms the foundation for developing detailed competency models in subsequent steps

Table 4-5 List of preliminary competencies for Arup Vietnam Company

Core Planning and results orientation

Core Problem solving and decision making

Leadership Strategic leadership and execution

Technical Campaign planning and execution

Technical Event planning and development

Technical Professional accounting standards, requirements, and procedures understanding and compliance

Technical Organizational finance policies compliance and maintenance Technical Financial accounting

Technical Program planning and development

Technical Engineering drawing interpretation and management Technical Engineering drawing and design specifications Technical Design for safety

4.2.2 Result in step 2: Identify and engage Subject Matter Expert

By integrating the insights from SMEs with the preliminary results from Step

1, the competency framework was refined to ensure it is comprehensive, relevant, and aligned with the practical needs of Arup Vietnam This collaborative approach ensured that the framework reflects both the strategic objectives and the operational realities of the organization The integration of initial interview results with SME insights helped in creating a well-rounded and accurate competency framework

The key insights in step 2: a Core competencies:

• Customer focus: Feedback highlighted the need for enhanced client engagement skills, particularly for technical roles that interface directly with clients

• Digital literacy: SMEs noted the growing importance of digital tools and data analytics, recommending the inclusion of advanced digital competencies

• Continuous learning mindset: There was a consensus on the need for continuous professional development

• Teamwork and collaboration: Support in achieving organizational objectives faster and more efficiently by leveraging collective strengths and fostering a supportive work culture

• Communication: Clear and effective communication facilitates better understanding, reduces conflicts, and enhances overall organizational efficiency It is crucial for maintaining strong relationships with clients and stakeholders b Leadership competencies:

• For leadership roles, SMEs stressed the importance of strategic thinking, people leadership, risk management,

• Additionally, competencies such as adaptability and influence were initially suggested as core competencies However, these were later reclassified as leadership competencies by consensus among the Board of Directors and department heads The reason for this reclassification is that these competencies are critical for navigating complex environments and driving organizational change While core competencies are important for all employees, these competencies are particularly crucial for leaders who must guide teams through transitions and strategic initiatives, requiring a higher level of proficiency to set examples and achieve results c Technical competencies:

• In term of the technical competencies proposed by author based on job analysis, the BOD and management roles agreed with these competencies However, in MEP and Structure Engineering departments, according to Decision 258/QĐ-TTg 2023, which mandates the application of Building Information Modeling (BIM) in construction activities, it is necessary to add Building Information Management competency for engineers in the MEP and Structure departments This ensures alignment with the requirements of Level I and Level II construction projects for Arup Vietnam Company

Outcome of step 2: Comprehensive list of validated competencies for Arup Vietnam Company

Table 4-6 Finalize the competencies for job titles in Arup Vietnam Company

No Code Competency Type Competency Name

05 C-A5 Core Planning and results orientation

06 C-A6 Core Problem solving and decision making

No Code Competency Type Competency Name

11 L-A3 Leadership Strategic leadership and execution

18 T-A3 Technical Campaign planning and execution

19 T-A4 Technical Event planning and development

Technical Professional accounting standards, requirements, and procedures understanding and compliance

21 T-A6 Technical Organizational finance policies compliance and maintenance

25 T-A10 Technical Program planning and development

32 T-A17 Technical Engineering drawing interpretation and management

33 T-A18 Technical Engineering drawing and design specifications

No Code Competency Type Competency Name

4.2.3 Result in step 3: Develop competency framework

The development of competency frameworks involved creating comprehensive definitions, behavioral indicators, and proficiency levels for each competency These were structured into core, leadership, and technical categories to ensure clarity and relevance Detailed descriptions were provided for each competency and proficiency level, offering clear guidelines for assessing and developing competencies across the organization

Outcome of step 3: The detailed and well-defined competency models, including codes, labels, definitions, behavioral indicators, and proficiency levels, compiled into a draft competency framework document

Table 4-7 Draft core, leadership and technical competencies

Code Label Definition Level 1 Level 2 Level 3 Level 4

Understanding the internal and external organizational environment, including mission, vision, and values

✓ Understands the organization's mission, vision, and values

✓ Identifies the organization's main competitors

✓ Knows the department's functions and capabilities

✓ Recognizes how their role contributes to departmental goals

✓ Makes decisions in line with the organization's values

✓ Understands the value of the organization's services

✓ Recognizes the organization's functions and capabilities

✓ Understands their role in achieving organizational goals

✓ Inspires others to align with the organization's values

✓ Understands risks and opportunities in the competitive landscape

✓ Enhances the value of services

✓ Understands various roles' contributions to goals

✓ Influences policy development and implementation

✓ Shapes the organization's mission, vision, and values

✓ Possesses deep insight into risks and opportunities

✓ Sets direction for service development

✓ Identifies key stakeholders both internally and externally

✓ Drives policy development and industry regulations

Working well with others, both within the team and cross- functionally, to achieve individual, team, departmental, and

✓ Understands their role and responsibilitie s within the team

✓ Shows respect towards team members

✓ Contributes to team decisions and goals

✓ Fosters team camaraderie and collaboration

✓ Considers the impact of their actions on team members

✓ Takes ownership of team outcomes

✓ Motivates the team to exceed expectations

✓ Leads initiatives to enhance team effectiveness

✓ Cultivates collaboration across departments and external partners

✓ Takes accountability for organizational outcomes

✓ Collaborates with other teams when needed within the team

✓ Helps break down goals into manageable tasks

✓ Approaches challenges with optimism and open- mindedness

✓ Utilizes inclusive approaches in decision- making

✓ Rewards and recognizes teamwork across the organization

Communication Interacting effectively and appropriately with others to build relationships, influence, and facilitate the sharing of ideas and information

✓ Listens actively and speaks clearly

✓ Maintains a positive and constructive tone

✓ Shows interest in others' thoughts and feelings

✓ Thinks before speaking or acting

✓ Provides clear information verbally or in writing

✓ Stays composed in stressful situations

✓ Understands others' perspectives and encourages participation

✓ Remains calm when dealing with upset individuals

✓ Tailors messages to different audiences

✓ Gives and receives feedback empathetically

✓ Coaching others on communicatio n skills

✓ Ensures effective communication at departmental levels

✓ Engages stakeholders to achieve goals

✓ Creates forums for discussion and idea-sharing

✓ Adapts communication to others' feelings and perspectives

✓ Coaches others on crafting messages

✓ Shares personal experiences to foster empathy

✓ Sets standards for effective communication

✓ Communicates strategically at enterprise levels

✓ Engages with senior executives on complex issues

✓ Understands how they are perceived by others

✓ Encourages innovation through diverse perspectives

Clients focus Prioritizing and taking action on the needs of both internal and external clients

Designing and delivering services with the client experience top of mind

✓ Responds promptly to client requests

✓ Listens actively to understand client needs

✓ Raises client concerns for resolution

✓ Uses client knowledge to inform decisions

✓ Seeks to enhance the client experience

✓ Actively seeks and uses client feedback

✓ Collaborates to deliver quality service

✓ Suggests improvements for client experience

✓ Addresses underlying client needs proactively

✓ Implements solutions to enhance service

✓ Designs processes with client experience in mind

✓ Implements systems to analyze feedback

✓ Coaches employees on client relationships

✓ Empowers employees to prioritize clients

✓ Emphasizes the importance of exceptional service

✓ Instills a service orientation in management

✓ Designs processes with client experience as a priority

Invests time in upfront planning to achieve organizational goals and objectives

Prioritizes work to meet standards and deadlines

Maintains high expectations for self and others

✓ Recommends resources for goal achievement

✓ Contributes to setting work priorities

✓ Anticipates potential gaps in results

✓ Takes initiative and seeks improvements

✓ Clearly communicates performance expectations and metrics

✓ Recognizes and addresses performance issues promptly

✓ Inspires the team to meet stretch goals

✓ Ensures adequate resources for objectives

✓ Invests time in strategic planning and reflection

✓ Sets and communicates organizational performance goals

✓ Models’ accountability for all employees

✓ Allocates resources strategically to achieve objectives

✓ Sets and approves budgets in line with organizational goals

✓ Stays informed about industry trends and potential threats to goals

Problem solving and decision making

Uses critical thinking to evaluate problems, gather information, understand causes, and identify best possible solutions

Invests time in planning, discovery, and reflection to drive better decisions and more efficient implementatio ns

✓ Identifies potential problems promptly and alerts others

✓ Seeks support when facing challenges

✓ Contributes to generating and evaluating solutions

✓ Takes action based on given directions

✓ Makes effective task- related decisions

✓ Seeks input to fully understand problem causes

✓ Proactively addresses obstacles and problems

✓ Utilizes diverse information sources for problem assessment and decision-making

✓ Invests in planning and reflection to enhance decision quality

✓ Coaches others in effective decision- making practices

✓ Thinks ahead to anticipate outcomes and risks

✓ Establishes metrics to aid decision- making

✓ Prioritizes and analyzes diverse information for decisions

✓ Solicits diverse perspectives for informed decision- making

✓ Applies frameworks for complex decision scenarios

✓ Holds others accountable for decisions and consequences

✓ Fosters a culture of empowerment and trust for effective problem- solving

Digital literacy Successfully adopts and champions new technology (digital solutions) to

✓ Aware of technology trends and their potential

✓ Identifies and experiments with new technology

✓ Assists teammates in adopting and

✓ Expert on relevant technology trends and their organizational implications

65 the relevant context Is aware of technological trends and improves or solves business challenges by identifying, applying, or creating technological solutions with training and resources

✓ Overcomes technological challenges with guidance required technology

✓ Troubleshoots technology challenges independently troubleshooting technology

✓ Champions and encourages team adoption of new technology

✓ Becomes an expert on new technology during implementation

✓ Actively champions new technology adoption across the organization

Continuously seeks opportunities to learn, questions the applicability of past approaches in the current environment, owns growth, and embraces failure as a learning opportunity

✓ Actively seeks feedback and learning opportunities

✓ Accepts and acts on constructive criticism

✓ Learns from both successes and failures

✓ Engages supervisors in improvement discussions

✓ Actively seeks skill development opportunities

✓ Proactively experiments with new approaches

✓ Offers and solicits constructive feedback

✓ Shares new knowledge with others

✓ Takes ownership of personal development

✓ Seeks feedback from multiple sources

✓ Coaches and mentors others in development

✓ Promotes a culture of constructive feedback

✓ Facilitates development opportunities for others

✓ Analyzes workforce skills for organizational strategy alignment

✓ Prioritizes resources for development and learning

✓ Creates an environment that embraces learning from successes and failures

Code Name Definition Level 1 Level 2 Level 3 Level 4

Inspires, motivates, and empowers people to achieve organizational goals Coaches, mentors, and manages employee experience

Not available ✓ Utilizes the strategic plan for guidance

✓ Takes accountability for strategic departmental plans

✓ Owns strategic goals at the organizationa l level

66 and employee performance through mindful preparation

Creates space for others to lead align with organizational goals

✓ Sets and communicates team goals

✓ Seeks diverse perspectives in decision- making

✓ Reflects and plans before acting

✓ Recognizes and involves others in decision- making

✓ Analyzes departmental strengths and weaknesses

✓ Presents strong business cases for initiatives

✓ Communicates goals internally and externally

✓ Monitors alignment with organizational values

✓ Encourages reflection and diverse perspectives

✓ Anticipates and addresses future organizationa l issues

✓ Sets long- term organizationa l strategy

✓ Empowers formal and informal leaders in decision- making

Models the organization's values and reinforces the desired culture in support of the achievement of organizational goals

Not available ✓ Behaves consistently with organizational values

✓ Ensures teams align with organizational values

✓ Behaves consistently with organizational values

✓ Inspires others to embody values

✓ Sets and exemplifies behavior standards

✓ Collaborates to define desired culture

✓ Evaluates culture alignment with strategy

✓ Takes personal responsibility for culture

✓ Shares decision- making to foster leadership

✓ Solicits ideas to improve culture

Applies vision to think beyond the immediate situation and explores multiple potential paths Invests time in planning, discovery, and reflection to better drive decisions and more efficient implementation

Ensures that business goals are met by executing, monitoring, and adjusting the organizational action plan

Not available ✓ Uses strategic plan as a reference and governance tool

✓ Adapts department initiatives for organizational needs

✓ Sets and communicates short- and medium-term goals

✓ Incorporates diverse perspectives in decision- making

✓ Reflects and plans before action

✓ Includes others in decision- making

✓ Collaborates on strategy and owns department goals

✓ Anticipates obstacles, analyzes strengths, and presents strong business cases

✓ Communicates goals internally and externally, ensuring alignment with values

✓ Encourages reflection, planning, and supports informal leaders

✓ Sets long- term organizationa l strategy and goals

✓ Cultivates a diverse decision- making culture

The ability to assess and mitigate the degree of risk in plans or actions Makes contingency plans to limit the magnitude of risk

Not available ✓ Describes and understands risks, evaluates using past experience and best practices

✓ Takes calculated minor risks and anticipates risks in actions

✓ Evaluates risk for innovation and makes

✓ Provides counsel on complex risk situations affecting the organization

✓ Creates contingency plans for potential productivity and operational issues

✓ Conducts post- mortem reviews to identify lessons learned rational decisions without complete information

✓ Provides counsel to managers and leaders on risk situations, engages in environmental scans, and business continuity planning short and long-term risk management based on trends

✓ Engages in business continuity planning

Develops internal and external trusting and professional relationships

Purposefully develops networks to build value through collaboration

✓ Identifies shared interests and acknowledges others' perspectives

✓ Gets to know co-workers and their work

✓ Initiates relationships with employees in other departments

✓ Recognizes and respects others' perspectives for mutual benefit

✓ Communicates consistently and shares information effectively

✓ Interacts well with diverse backgrounds

✓ Builds a reputation as an approachable professional

✓ Develops networks within and outside the organization

✓ Establishes and maintains relationships across divisions

✓ Proactively develops relationships with various stakeholders

✓ Acts as a network broker and values good ideas from any source

✓ Identifies opportunities for efficiency with external stakeholders

✓ Develops professional connections to expand the network

✓ Utilizes deep understandin g of the network to create value and strengthen the organization

L-06 Influence Impacts others' thinking, decisions, or behavior through inclusive practices and relationship building

Drives action through influence, often without authority

✓ Uses facts and examples to gain support

✓ Listens openly to others' perspectives

✓ Builds relationships through honest behavior

✓ Understands the impact of actions on perceptions

✓ Considers emotions and sensitivities when influencing

✓ Practices active listening with positivity

✓ Tailors discussions to highlight benefits for the audience

✓ Presents compelling information to emphasize value

✓ Involves others in decision- making for buy-in

✓ Utilizes influence effectively without formal authority

✓ Builds on past successes to gain acceptance for new ideas

✓ Facilitates network connections for organizational benefit

✓ Draws on trusting relationships to garner support

✓ Encourages a culture allowing influence- driven action

✓ Uses influence adeptly to achieve business outcomes

✓ Designs strategies to promote ideas to stakeholders

✓ Utilizes alliances and experts to persuade stakeholders

✓ Draws on trusting relationships for support, internally and externally

✓ Cultivates a culture where influence drives action

L-A7 Adaptability Adjusts thinking and behavior to resiliently face change, and uses experience to fuel growth Embraces failure as a learning opportunity for themselves and others

✓ Makes decisions in uncertain situations

✓ Works effectively in changing environments

✓ Advocates for change benefits and impacts

✓ Shares coping strategies with team members

✓ Coaches leaders on change management

✓ Supports others in adapting to change

✓ Collaborates on organizationa l change initiatives

70 change and transition while helping others deal with the effects of change

✓ Respects and considers new ideas

✓ Open to changing processes and practices

✓ Participates in change- preparation initiatives

✓ Acknowledges and accepts constant change

✓ Implements change management strategies effectively feedback on change

✓ Anticipates and mitigates change-related obstacles and risks

✓ Plans, implements, and communicates change initiatives effectively management strategies

✓ Communicat es a clear vision and strategy for change

Name Definition Level 1 Level 2 Level 3 Level 4

Includes knowledge of brand development and positioning tactics, brand awareness and integrity, inventory of branded items, brand stewardship, and developing and measuring brand loyalty

✓ Executes basic branding plans to enhance brand awareness

✓ Maintains brand integrity in designs and materials

✓ Gathers data to assess public brand perception

✓ Ensures consistency in marketing initiatives

✓ Ensures consistency in marketing initiatives

✓ Measures brand awareness and loyalty

✓ Supports initiatives to enhance brand equity

✓ Collaborates on brand development initiatives

✓ Collaborates on brand development initiatives

✓ Identifies and addresses brand perception gaps

✓ Designs branded items and conducts competitor scans

✓ Designs and evaluates organizationa l branding plans

✓ Partners with leaders to align brand perception

✓ Sets brand development strategy and initiatives

✓ Oversees branded item development and quality

71 brand loyalty scans for insights

Includes the ability to forecast industry growth and examine trends in global and local markets

Further, it includes the ability to identify opportunities, conduct consumer segmentation analyses, collect competitor intelligence where possible, and have knowledge of the product lifecycle, product substitutes, and design best practices

✓ Assists in basic industry analysis basic

✓ Participates in consumer segmentation and competitor understandin g

✓ Supports research on product life cycles and substitutes

✓ Forecasts market changes using industry reports

✓ Identifies opportunities and assesses product substitutes

✓ Analyzes competitor offerings and pricing

✓ Assists in research best practices development

✓ Conducts medium-term industry data for opportunities and risks

✓ Models revenues and evaluates opportunity alternatives

✓ Collaborates on consumer segmentation strategies

✓ Conducts environmental scans and market data analysis

✓ Provides expertise on industry trends and forecasting

✓ Conducts long-term industry forecasts and trend analysis

✓ Partners with leaders to decide on pursuing industry opportunities

✓ Oversees competitor analysis and develops action plans

✓ Leads research initiatives and enhances best practices

Effective marketing management encompasses strategic planning and development of engaging content, leveraging diverse promotional channels to disseminate brand messages effectively To ensure financial viability, profitability analysis is crucial Internal assessments are conducted to manage risk and optimize decision-making Furthermore, collaboration with external agencies helps enhance marketing capabilities and drive business growth.

✓ Assists in developing content and ensuring its quality

✓ Basic understandin g of media mix and

✓ Collaborates on content generation topics for medium-term plans

✓ Oversees content generation initiatives and quality standards

✓ Partners with leaders to develop promotion

72 where needed through an analysis of all campaign costs, both internal and external promotion logistics

✓ Supports profitability analyses and identifies new campaign needs

✓ Acts as initial point of contact for external agency queries

✓ Compiles financial data on campaign costs effectiveness using KPIs

✓ Coordinates promotional logistics and manages stakeholder relationships

✓ Examines cost drivers for campaigns and suggests alternatives assurance standards

✓ Explores new mediums for message dissemination

✓ Identifies and addresses internal implementation barriers

✓ Analyzes external agencies for fit with marketing initiatives

✓ Identifies outsourcing opportunities to decrease campaign costs and dissemination strategies

✓ Anticipates industry trends and adjusts medium choices accordingly

✓ Makes decisions based on profitability analysis effectiveness

✓ Anticipates and mitigates internal implementati on barriers

✓ Selects external agencies and develops sourcing strategies to reduce costs

Includes planning event logistics, vendor management, coordinating with organization and party management, and working with third-party events

✓ Tracks consumer and customer status during events

✓ Assists in organizing third-party events like

✓ Researches vendors and venues for quality and value

✓ Ensures events stay within budget and are timely

✓ Analyzes event successes and adapts tactics

✓ Evaluates vendor capabilities and selects appropriate ones

✓ Outlines promotional events in the long-term

✓ Oversees vendor management and seeks new vendors

✓ Selects third- party events to attend in

✓ Organizes third-party tradeshows and conferences events and presentations

✓ Researches and applies to attend upcoming third- party events the medium- and long- term

✓ Develops relationships with industry players to enhance skills

✓ Builds and executes event strategy aligned with organizationa l goals

, and procedures understandin g and compliance

Includes knowledge of professional accounting standards, requirements, and procedures related to the business

✓ Demonstrate s a general understandin g of accounting standards

✓ Applies these standards in financial transactions and statements

✓ Stays updated with current accounting standards

✓ Exhibits an advanced understanding of accounting standards

✓ Ensures accuracy in financial transactions and reports

✓ Oversees departmental compliance with accounting standards

✓ Serves as a subject-matter expert in standards

✓ Implements new accounting initiatives within the organization

✓ Assesses treatment of complex financial transactions

✓ Combines expert knowledge of accounting standards with business insight

✓ Determines appropriate accounting methods for different situations

✓ Ensures organization- wide conformity to accounting standards and designs programs for non- compliance

Includes knowledge and ability to develop policies

74 policies compliance and maintenance such as travel, expenses, bad debt, refunds, and internal compliance of finance policies

✓ Adheres to organization al regulations, policies, and procedures

✓ Stays updated with current organization al finance policies development of organizational finance policies

✓ Analyzes the impact of policy changes

✓ Encourages compliance with policies organizational finance policies

✓ Serves as a subject-matter expert in finance policies

✓ Anticipates risks and develops mitigation plans

✓ Enforces compliance with organizational policies

✓ Conducts medium-term internal scans to identify compliance- related barriers and opportunities finance policies to shape organizationa l policies

✓ Designs and adapts financial policies based on macroeconom ic factors

✓ Conducts long-term internal scans to identify compliance- related barriers and opportunities

Includes numerous skills: financial statement preparation, compliance, and analysis; reconciling operational processes and their underlying financial transactions Further, it includes knowledge of processes supporting general accounting (i.e sales/receivables/collectio n and purchase/payables/payme nt)

✓ Assists in developing financial statements

✓ Completes basic month- end closing activities

✓ Demonstrate s awareness of the organization' s chart of accounts

✓ Develops complete and accurate financial statements on time

✓ Monitors month-end closing activities

✓ Maintains the organization's chart of accounts

✓ Ensures proper disclosure of financial statements and serves as a reporting subject-matter expert

✓ Analyzes financial statements to assess impacts and identify

✓ Ensures accurate disclosure of financial risks for stakeholders

✓ Establishes appropriate accounting policies for financial reporting

✓ Assists with reconciliatio n of operational processes underlying financial transactions

✓ Executes fundamental activities supporting general accounting

✓ Reconciles and adjusts operational processes underlying financial transactions

✓ Acts as the primary contact for general accounting queries

✓ Executes complex general accounting activities improvement areas

✓ Enhances month-end closing activities

✓ Supports design of the organization's chart of accounts

✓ Oversees reconciliation and adjustment of operational processes

✓ Manages accuracy and completeness of general accounting processes and attests to completeness and accuracy of financial statements

✓ Designs organization's chart of accounts based on best practices

✓ Initiates and evaluates new initiatives to enhance reconciliation and general accounting efficiency

✓ Oversees adherence to general accounting processes

Includes features such as cost management, revenue and profitability management, working with various accounting systems, reporting organizational performance measurements, and results benchmarking (both internally and externally)

✓ Recognizes the need for internal controls and abides by relevant organization al policies

✓ Acts to prevent errors and fraud issues

✓ Demonstrates a understanding of control systems

✓ Updates or modifies control policies and procedures as requested

✓ Conducts medium-term internal scans to identify barriers and opportunities related to internal control systems

✓ Assists in developing and updating fraud or error detection protocols

✓ Serves as a subject- matter expert on internal control systems, ensuring compliance objectives are met

✓ Partners with leaders to align control policies with organizationa l objectives

✓ Monitors compliance with internal regulations among employees handling financial information

✓ Prepares organizational information for internal and external audits

✓ Contributes to the development of internal auditing procedures and communicates audit results internally and externally

✓ Engages with external auditors on basic auditing queries

✓ Designs, implements, and evaluates internal control systems

✓ Develops fraud detection frameworks and protocol

✓ Plans and executes internal audits, maintaining relations with external auditors

✓ Interprets audit reports and derives implications for the organization's next steps

Includes skills surrounding tax: compliance, audits, knowledge of implications of different business decisions, classes of tax, taxation law, tax planning, and tax accounting

✓ Ensures compliance with tax reporting and filing standards

✓ Gathers information for tax audits under supervision

✓ Measures and reports basic tax implications for organizational transactions accurately

✓ Analyzes and modifies tax returns for accuracy

✓ Monitors adherence to tax policies

✓ Evaluates and updates tax processes

✓ Provides solutions for complex tax issues and advises on tax

✓ Enforces tax compliance organization- wide and oversees major external audits

✓ Demonstrate s a general understandin g of tax standards and procedures

✓ Corresponds with tax authorities as needed

✓ Understands principles of taxation and applies basic tax planning

✓ Calculates taxes payable for routine organizational transactions implications for new projects

✓ Calculates taxes for complex organizational transactions and approves tax returns

✓ Oversees tax accounting processes audits and disputes

✓ Partners with business leaders to align tax strategy with overall objectives

✓ Applies expert knowledge to establish tax policies and practices

✓ Anticipates tax issues and evaluates consequences of organizationa l changes

✓ Communicate s tax strategy to stakeholders internally and externally

Develops, implements, evaluates, and owns various HR programs

✓ Works towards achieving program goals

✓ Consistently aligns work with program goals and encourages others to do the same

✓ Implements basic changes to the program with support from managers

✓ Recommends program metrics to measure success of initiatives

✓ Directs and oversees complex program changes

✓ Integrates expert knowledge of the program with business insight to lead program planning

✓ Collaborates with leaders to set program

✓ Serves as the primary point of contact for program queries

✓ Assists in evaluating program effectiveness and identifies areas for improvement

✓ Handles more complex administrative tasks and queries related to the program

✓ Conducts medium-term evaluation of program effectiveness and identifies opportunities for improvement

✓ Ensures timely and accurate completion of administrative tasks direction and goals

✓ Establishes performance metrics and monitors program performance for continuous improvement

✓ Maintains and updates administrativ e standards for the program

Conducts internal and external organizational analyses to determine root causes of issues and provide solutions

Considers organizational direction when identifying relevant industry trends

✓ Demonstrate s basic understandin g of HR industry trends

✓ Applies basic HR best practices

✓ Aggregates data for internal and external business analyses

✓ Assists in root cause analysis and

HR industry trends, organization's strategic direction, competitors, and stakeholders

✓ Consistently applies HR best practices and serves as a role model

✓ Conducts interviews with key internal stakeholders to gather HR needs information

✓ Monitors HR best practices, aligning them with organizational strategy

✓ Conducts medium-term scans for HR barriers and opportunities

✓ Identifies and bridges gaps between current

HR initiatives and business needs

HR initiatives to align with business and stakeholder needs

✓ Conducts long-term analysis to identify barriers and opportunities for HR initiatives

✓ Prioritizes and selects new HR initiatives to support continuous development

79 recommends solutions without pre- developed questions

✓ Assists in conducting internal and external analyses to identify barriers and opportunities

✓ Performs root cause analysis to identify basic client problems and provides recommendatio ns for complex client problems, considering organizational risk and competitive landscape

✓ Partners with business leaders to set

✓ Demonstrates expert insight into organizationa l risks and opportunities in the competitive environment

Investigates and resolves conflicts by applying conflict resolution methodologies Preserves relationships throughout the resolution process

✓ Listens to differing points of view and emphasizes agreement

✓ Seeks to understand conflict root causes objectively

✓ Exhibits self- control and depersonaliz es conflicts

✓ Willing to compromise to meet business goals

✓ Proactively identifies and addresses potential issues to prevent disruptions

✓ Uses active listening to understand others' viewpoints to resolve conflicts

✓ Restates positions and tactfully asks questions to identify key issues and values

✓ Recognizes personal conflict management preferences and adapts strategy accordingly

✓ Approaches conflicts as opportunities to strengthen relationships

✓ Balances assertiveness and cooperation for win-win results

✓ Mediates complex conflicts within or between teams

✓ Brings individuals or groups together to address significant conflicts

✓ Utilizes knowledge of team dynamics for behavioral and organizationa l change

Takes an objective stance when guiding a group through a process to achieve defined objectives, enable collaborative knowledge transfer, and encourage participation

✓ Presents content and information to achieve learning or a goal

✓ Provides structure to meetings or training

✓ Encourages participation from all participants

✓ Assists in creating program content for departmental or business unit- level learning

✓ Utilizes various facilitation techniques such as group activities and role plays

✓ Guides individuals through processes with questions and handles objections professionally

✓ Designs program content for department or business unit- level learning

✓ Redirects discussions back on track when the group is off-topic

✓ Leads discussions on complex or divisive issues to keep members engaged and develop insights

✓ Knows when to refocus dialogue on essential goals if issues cannot be resolved within the group

✓ Guides individuals to predetermined outcomes autonomously

✓ Designs and delivers interactive training programs

✓ Leads executive meetings or training sessions effectively

✓ Instructs others on facilitation best practices

✓ Facilitates discussions to achieve consensus and consider solutions

✓ Conducts high-impact interventions with executives

✓ Guides individuals to predetermine d outcomes with minimal facilitator contribution

Assists individuals to achieve objectives by applying the appropriate level of direction ranging from high-level guiding questions to specific instruction

✓ Listens attentively to understand situations and asks probing questions to

✓ Uses open- ended questions to empower employees or managers to make decisions

✓ Coaches senior leaders on employee- related issues or skill development

✓ Advocates for coaching throughout the organization

81 determine the best coaching approach

✓ Provides instructions and advice on how to tackle tasks and correct behaviors

✓ Leverages influence to accomplish tasks when lacking formal authority

✓ Coaches managers on handling difficult issues with employees

✓ Adapts coaching style to align with individuals' preferences

✓ Assists team members in skill and ability development

✓ Facilitates connections within their network for mutual benefit

✓ Establishes strong relationships with business leaders as a credible coaching source

✓ Guides managers to conclusions through open- ended questions weaknesses in individuals' skills and abilities through appropriate questioning

✓ Develops standardized coaching processes for widespread organizationa l use

Demonstrates in-depth knowledge in specific HR areas For example: training, recruitment, strategic workforce planning, diversity & inclusion, compensation, health & wellness, policy

& governance Is able to communicate and apply relevant HR expertise to create and maintain effective human management practices

✓ Effectively applies knowledge of most relevant HR concepts, with minimal assistance

✓ Effectively applies knowledge of all relevant HR concepts to required job tasks

✓ Applies relevant HR concepts at a department level

✓ Develops others' knowledge in relevant HR areas

✓ Applies relevant HR concepts at the organizationa l level

✓ Incorporates knowledge of relevant HR areas into strategic development, conversations , and partnerships with other organizationa l leaders

Coordinating and overseeing the planning, execution, and completion of projects within specified constraints, such as time, budget, and scope, to achieve desired objectives efficiently and effectively

✓ Understand project objectives and constraints

✓ Assist in project planning and scheduling

✓ Track project tasks and progress

✓ Develop project plans and schedules

✓ Coordinate project activities and resources

✓ Monitor project progress and address deviations

✓ Communicate project updates to stakeholders effectively

✓ Lead project planning and execution

✓ Manage project risks and issues proactively

✓ Optimize project resources and budgets

✓ Implement project management best practices

✓ Strategically align projects with organizationa l goals

✓ Direct and empower project teams

✓ Evaluate and improve project management methodologie s

Engineer drawing interpretatio n and management

Effectively utilizing, coordinating, and supervising engineering drawings and documentation across project phases, ensuring accuracy, suitability, and compliance with operational and safety requirements

✓ Use drawings to oversee construction, operations, and maintenance

✓ Apply tag numbering for equipment identification

✓ Manage documents and terminology efficiently

✓ Analyze various types of engineering drawings to coordinate activities

✓ Apply datasheets and technical documentation for work support

✓ Use engineering drawings and datasheets when collaborating across disciplines

✓ Evaluate drawings for work supervision and process improvement

✓ Enable use of drawings and datasheets for activities

✓ Supervise control, storage, and security of drawings and data

✓ Establish methods for organized document filing

✓ Implement methods for engineering drawing document development

✓ Validate drawings for construction, operations, and maintenance activities

✓ Manage methods for maintaining accurate "As Built" documentatio n

✓ Apply technical drawings and datasheets in preparation for construction, operations, and maintenance

✓ Ensure adherence to relevant standards

✓ Apply drawing insights for continuous improvement

✓ Oversee critical reviews of engineering drawings and designs

✓ Implement methods for evaluating engineering drawing techniques

Engineer drawing and design specification

Involves the ability to create technical drawings and develop design specifications essential for engineering installations and construction projects

✓ Understands various types of engineering drawings, symbols, and their applications

✓ Proficient in creating basic technical drawings using both 2D and 3D methods

✓ Demonstrate s knowledge of engineering design software and its use in creating and modifying technical drawings

✓ Interpret and modify technical drawings accurately to reflect design changes

✓ Create technical drawings using 2D and 3D methods, adhering to engineering principles

✓ Propose enhancements for improved clarity and functionality in engineering drawings

✓ Incorporate technical specifications and details from engineering calculations

✓ Execute engineering calculations and simulations to support the design process

✓ Develop conceptual designs and Basis of Design (BoD) to meet project requirements

✓ Supervise the creation of detailed technical drawings using appropriate 2D or 3D methods

✓ Specify design plans, layouts, and material requisitions based on project requirements

✓ Validate conceptual designs and Basis of Design (BoD) for compliance with project requirements

✓ Critique feasibility and constructabili ty of design specifications

✓ Ensure adherence to international best practices, industry standards, and regulations

✓ Manage critical reviews of engineering

✓ Applies geometric dimensions, tolerances, and basic engineering calculations in drawings

✓ Recognizes and differentiates between specification s of different engineering equipment and systems, while adhering to relevant regulations into drawings effectively

✓ Ensure compliance with regulations and guidelines in technical drawings for engineering equipment and systems

✓ Evaluate drawings for adherence to regulations, guidelines, and project specifications drawings and designs

✓ Establish methods for enhancing safety and cost- effectiveness in engineering designs

Identifying and mitigating safety risks in engineering designs throughout the project lifecycle, ensuring compliance with regulations, proposing modifications, conducting risk assessments, and integrating safety measures into organizational systems

✓ Recognize safety and health risks in engineering designs

✓ Comply with Design for Safety (DfS) regulations

✓ Maintain records on safety issues and actions taken

✓ Develop design plans for DfS compliance

✓ Identify foreseeable risks throughout project lifecycle

✓ Ensure compliance with Workplace Safety and Health (WSH) requirements

✓ Address design risks to safety and health

✓ Establish risk management plans and practices

✓ Incorporate human and cultural factors in risk assessments

✓ Integrate DfS into organizational systems holistically

✓ Formulate organizationa l strategies for DfS compliance

✓ Chair meetings with senior management to align DfS strategies

✓ Assess cost and return on investment of DfS implementati on

✓ Communicate residual risks to stakeholders management process for successful DfS implementati on

✓ Develop DfS review process for systematic risk management

Effectively communicate technical information through reports and documentation, applying principles, using software, drafting clear reports, managing documentation, implementing control procedures, reviewing accuracy, clarifying terminology, conducting audits, and establishing comprehensive procedures/systems

✓ Apply technical writing principles to summarize information into reports, meeting standards

✓ Use appropriate software for technical reporting, ensuring data security

✓ Draft clear technical reports tailored to audience and objectives

✓ Manage project documentati on, updating based on feedback

✓ Review technical reports to ensure accuracy and compliance with procedures

✓ Verify completeness of technical information according to client requirements

✓ Clarify technical terminology for better understanding

✓ Implement more advanced document control procedures covering formatting, review processes,

✓ Verify data accuracy and validity of recommendatio ns

✓ Compile and verify final project dossiers, participating actively in document audits

✓ Conduct management reviews to ensure compliance with established documentation procedures

✓ Develop comprehensive documentation procedures covering all aspects of

✓ Define technical report structures, writing guidelines, and standards for the organization

✓ Provide expert guidance on technical writing principles and practices

✓ Lead management reviews and document audits, ensuring continuous improvement

✓ Spearhead the development and implementati

✓ Implement basic document control procedures and utilize management systems effectively version control, distribution, and filing

✓ Participate in document audits to assess adherence to standards and guidelines technical writing

✓ Establish and maintain advanced organizational Document Management Systems on of cutting- edge documentatio n procedures

✓ Act as a subject matter expert and mentor for technical writing within the organization

3D modeling Create three-dimensional representations of objects, equipment, components, or systems using specialized software

These models are used in engineering for design, analysis, visualization, and simulation purposes

✓ Creates basic three- dimensional models using CAD software

✓ Applies fundamental principles of engineering graphics

✓ Familiar with the international graphic language for engineering

✓ Familiar with basic 3D modeling techniques

✓ Utilizes basic 3D modeling strategies and techniques

✓ Utilizes multiple 3D software and tools proficiently

✓ Selects suitable 3D modeling software based on project requirements

✓ Ensures models adhere to International Standard Organisation (ISO) and Viet Nam (VN) standards

✓ Demonstrates proficiency in using various 3D modeling strategies and techniques

✓ Recognizes different types of 3D computer-aided

✓ Implements advanced 3D modeling strategies and techniques effectively

✓ Manages complex modeling tasks with precision and efficiency

✓ Evaluates and selects appropriate software for specific design requirements

✓ Ensures compliance with industry standards and best practices in modeling processes

✓ Provides guidance and support to colleagues in

✓ Drives innovation and optimization in 3D modeling processes

✓ Develops and implements new methodologie s to enhance modeling efficiency and effectiveness

✓ Establishes organizationa l standards for 3D modeling, including workflows and best practices

✓ Acts as a subject matter expert in 3D modeling,

✓ Follows standard procedures and guidelines for 3D modeling tasks design (CAD) software and their functionalities

3D modeling techniques and software usage providing leadership and mentorship to others

✓ Collaborates with stakeholders to integrate 3D modeling technologies into broader organizationa l strategies and objectives

Using special software to create a smart 3D model of a building This model goes beyond just visuals, it stores details like materials, functions, and even maintenance needs

✓ Understands basic BIM concepts and benefits (e.g., Level of Detail)

✓ Uses basic functions of BIM software

✓ Integrates simple building elements (e.g., walls, floors) in models

✓ Performs basic clash detection with BIM tools

✓ Maintains basic BIM databases (e.g., element properties)

✓ Interprets basic BIM data (e.g., dimensions, quantities)

✓ Documents basic BIM processes using templates

✓ Develops detailed models with rich information (e.g., material properties, sustainability data)

✓ Promotes BIM value internally, encouraging collaborative environments

✓ Defines BIM goals for projects

✓ Ensures BIM deliverables are consistent and accurate

✓ Suggests uses for BIM tools across project

✓ Sets BIM practices for the organization, driving adoption and best practices

✓ Ensures BIM plans comply with legal and contractual requirements

✓ Continuously improves BIM plans and workflows

✓ Resolves interoperabilit y issues in different project phases

88 phases (planning, design, construction, operation)

✓ Leads the development of BIM technology infrastructure across disciplines

4.2.4 Result in step 4: Validate competency framework

Through extensive validation processes, Arup Vietnam's competency models underwent meticulous scrutiny and refinement, incorporating valuable insights from industry experts (SMEs) and the Board of Directors (BOD) This validation ensured that the competencies are directly relevant to the company's strategic goals, clearly defined, and aligned with the organization's performance management and employee development frameworks, laying the foundation for a robust and effective talent development system.

And table below is the final results after review and refine in the 2 nd interview with BOD and manager roles which includes 15 core and leadership competencies and 22 technical competencies and detailed competency frameworks are going to describe in Appendix 4.

The key insights in step 4:

Table 4-8 Key insights results of 2nd interview

Name of competency Key insights from results of 2 nd interview

Organizational awareness ✓ Enhanced the focus on understanding the organization's mission, vision, and competitive landscape at higher proficiency levels

✓ SMEs emphasized the importance of aligning actions with strategic goals and understanding market dynamics

✓ Strengthened the emphasis on cross-functional relationships and virtual collaboration for advanced levels

✓ Feedback highlighted the growing importance of collaboration across different teams and the need for effective virtual teamwork

Communication ✓ Added components of handling contentious issues professionally and fostering innovation through diverse perspectives

✓ SMEs noted the need for effective communication in complex situations and the value of diverse viewpoints in driving innovation

Client focus ✓ Emphasized the proactive anticipation of future client needs and building strategic partnerships

✓ The feedback indicated a need to focus on long-term client relationships and strategic client engagement

Digital literacy ✓ Broadened to include creating business cases for new technology adoption

✓ SMEs noted the need for strategic justification of technology investments

✓ Added a focus on promoting a coaching culture and setting leadership development standards

✓ Feedback emphasized the importance of fostering a culture of continuous learning and development at all levels

People leadership ✓ Enhanced the emphasis on collaboration and diverse perspectives at higher proficiency levels

✓ SMEs emphasized the importance of inclusivity and strategic vision in leadership roles

Culture management ✓ Strengthened the focus on accountability for values alignment and organizing initiatives to enhance culture

✓ Feedback highlighted the need for leaders to actively promote and sustain the desired organizational culture

✓ Added components of collaboration on organizational vision and values, and anticipating future organizational issues

✓ SMEs noted the importance of long-term strategic planning and alignment with organizational value

Risk management ✓ Increased emphasis on setting organizational risk tolerance and developing guidelines for evaluating acceptable risk

✓ The feedback indicated a need for clear risk management strategies and principles to guide decision-making

Relationship building ✓ Enhanced the focus on building strategic alliances and fostering a culture supporting intra-departmental relationships

✓ SMEs emphasized the importance of strong, collaborative relationships within and outside the organization

Influence ✓ Added emphasis on designing influence strategies and fostering mutual trust between leaders and team members

✓ Feedback stressed the value of strategic influence and trust in achieving business outcomes

Adaptability ✓ Broadened to include fostering a culture embracing uncertainty and leading and championing change as a role model

✓ SMEs noted the importance of adaptability and resilience in leadership roles, particularly in navigating change

Brand development ✓ Changed from "Executes basic branding plans" to "Executes local branding plans to enhance brand awareness."

✓ Changed from "Ensures consistency in marketing initiatives" to "Executes branding plans to increase local market awareness."

✓ Changed from “Collaborates on brand development initiatives” to “Assists in developing branding plans beyond local markets.”

✓ SME emphasizes a more comprehensive understanding and execution of branding

93 strategies, including the enhancement of brand loyalty

Industry analysis ✓ Changed from "Assists in basic industry analysis" to "Assists in basic industry analysis and trend identification

✓ Changed from "Conducts medium-term industry analysis" to "Analyzes medium-term industry data for opportunities and risks."

✓ Feedbacks incorporate more detailed and specific aspects of industry analysis, including competitor strengths and long-term forecasting

✓ Changed from "Supports logistical planning" to

"Supports logistical planning and vendor communication."

✓ Changed from "Plans event logistics" to "Plans event logistics and learns from past experiences."

✓ Emphasizes vendor management and the ability to adapt based on past experiences, ensuring comprehensive event planning and development Professional accounting standards, requirements, and procedure understanding and compliance

✓ Changed from "Demonstrates understanding of accounting standards" to "Demonstrates a general understanding of accounting standards like IFRS

✓ Changed from “Serves as subject-matter expert in standards” to “Serves as a subject-matter expert in accounting standards.”

✓ Broaden and deepen the understanding of accounting standards and their application

Organizational finance policies compliance and maintenance

✓ Changed from "Demonstrates awareness of finance policies" to "Demonstrates awareness of organizational finance policies, such as travel policies."

✓ Changed from "Anticipates risks and develops mitigation plans" to "Anticipates risks related to finance policies and develops mitigation plans."

✓ Increased the specific policies and the ability to develop and enforce these policies comprehensively

Financial accounting ✓ Changed from "Completes basic month-end closing activities" to “Completes basic month- end closing activities accurately and timely”

✓ SMEs emphasized the importance of timeliness and accuracy in financial tasks

Management accounting ✓ Changed from “Demonstrates understanding of control systems” to "Demonstrates a general understanding of the organization's control systems for financial operations”

✓ Changed from “Updates control policies” to

“Updates or modifies control policies and procedures as requested”

✓ SME highlighted the need to specify that understanding and updating control policies are related to financial operations

Taxation ✓ Changed from “Monitors adherence to tax policies” to “Monitors adherence to tax policies and leads resolution of external tax audits”

✓ Changed from “Evaluates and updates tax processes” to “Evaluates and updates tax processes based on regulatory changes”

✓ SMEs suggested detailing additional responsibilities to reflect the complexity of tasks involved

✓ Changed from “Assists with administrative tasks” to “Assists with basic administrative tasks related to the program”

✓ Changed from “Understands evaluation metrics” to “Understands program evaluation metrics and makes basic decisions aligned with goals”

✓ Added “Serves as the primary point of contact for program queries”

✓ Based on SME feedback, it was necessary to highlight the role of serving as a primary contact for program-related queries

Need analysis ✓ Changed from “Demonstrates basic understanding of HR industry trends” to

“Demonstrates basic understanding of HR industry trends, organization's strategic direction, competitors, and stakeholders”

✓ Changed from “Assists in root cause analysis and recommends solutions” to “Assists in root cause analysis, identifies potential risks, and recommends solutions”

✓ SME emphasized on identifying potential risks during root cause analysis to ensure comprehensive problem-solving and proactive mitigation

Conflict management ✓ Changed from “Willing to compromise to meet business goals” to “Willing to compromise to meet business goals, while also facilitating constructive dialogue”

✓ Increased the facilitating constructive dialogue to ensure that all parties feel heard and respected during conflict resolution

Facilitation ✓ Changed from “Encourages participation from all participants” to “Actively encourages participation from all participants, ensuring that quieter voices are heard”

✓ SMEs suggested to create a safe environment for open discussion to foster trust and encourage honest communication among participants

Technical HR expertise ✓ Added “Stays updated with emerging HR trends and practices”

✓ SME recommended the awareness about the new trends to support the organization update the emerging market

Project management ✓ Added “Follow project management procedures and guidelines”

✓ SMEs emphasized on adhering strictly to procedures, which will be learned over time Engineer drawing interpretation and management

✓ Added “Ensure effective use of drawings across teams"

✓ Feedback providers should first develop the ability to use and interpret drawings themselves before ensuring their effective use across teams

Design for safety ✓ Changed from "Propose modifications to reduce risks" from level 1 to level 2 in proficiency level

✓ Highlighted the Entry-level employees should identify risks rather than propose modifications, which requires more experience and expertise

Technical writing ✓ Changed from "Implement basic document control procedures and utilize management systems effectively" to “Write and summarize the basic technical documents”

✓ SMEs proposed on focusing on basic technical writing skills and summarizing information before implementing document control procedures

3D modeling ✓ Added "Familiar with basic 3D modeling techniques."

✓ SMEs emphasized the need for employees to have a basic understanding of 3D modeling techniques ensure they can effectively perform tasks

✓ Added "Recognizes basic BIM applications (e.g., design coordination, clash detection)."

✓ Recommended initially focus on understanding basic BIM concepts and using BIM software

Additionally, the proficiency level requirement for different key positions in pilot program: Due to the structural differences in level definitions for core, leadership, and technical competencies, based on the assessment results, the minimum competency level for the positions of general director, director, and functional departments should be 3 or 4 for implementation with managers and

Proposed implement the competency framework in human resources

Integrating a competency framework into the recruitment and selection process provides a comprehensive view of the job requirements that need to be met

By utilizing a competency-based process and structured interview questions, the organization can identify candidates who meet the minimum competency standards and are a better cultural and technical fit for the company

For instance, when recruiting for an engineering position, the required competencies might include 3D modeling and Building Information Management (BIM) application Through competency-based interviews, the company can assess whether candidates possess the necessary skills and knowledge to meet the job's requirements according to the established competency standards This method ensures that the selected candidates are well-suited for the position in terms of both technical expertise and alignment with the company’s culture

Organizations can achieve strategic goals and desired organizational culture by aligning training and development initiatives with key competencies Competency frameworks enable data-driven training investments, with competency gap assessments identifying specific areas for improvement This targeted approach leads to tailored training programs and development plans, enhancing workforce proficiency and reducing training costs.

CONCLUSION AND RECOMMENDATIONS

Conclusion of thesis

Competency framework is an effective tool supporting human resource development activities, contributing to enhancing the core value of the organization Therefore, an increasing number of businesses are constructing and applying competency frameworks in human resource management, thereby improving the quality of human resources and the competitiveness of the enterprise

Through the pilot process of building a competency framework at Arup Vietnam Company, the thesis has achieved several results as follows:

1 Development of a comprehensive competency framework:

✓ Integrating applications of the competency framework for Arup Vietnam Company The thesis developed a detailed competency framework that includes clear definitions, behavioral indicators, and proficiency levels tailored to the specific needs of Arup Vietnam This framework is divided into core, leadership, and technical competencies, each categorized and coded systematically for ease of implementation

✓ The framework has been validated through multiple rounds of SME interviews, ensuring that it is both practical and aligned with the organization's strategic goals and operational needs The refined competency models incorporate feedback from key personnel, making them relevant and applicable

2 Identification of position-specific competencies:

✓ The thesis identified and specified the necessary competencies for key positions within Arup Vietnam This process involved extensive consultations with the Board of Directors, Heads of Departments, and HR Managers, ensuring that the competencies reflect the real-world demands of each role

✓ The resulting competency profiles for each position provide a clear guide for recruitment, performance management, and employee development, directly addressing the company's need for a structured approach to managing talent and enhancing organizational performance

From these results, this thesis has demonstrated that a well-structured and validated competency framework can effectively address organizational needs, supporting Arup Vietnam in its pursuit of excellence and sustainable growth The findings and recommendations presented in this study offer valuable insights and practical tools for the company to enhance its human resource management practices and achieve its strategic objectives.

Recommendation

Some recommendations of the author in the process of developing and applying the competency framework for all employees of Arup Vietnam company

5.2.1 Pilot operation before full implementation

For AVC, the construction of the competency framework represents a new policy initiative Therefore, it is essential to conduct pilot operations to test and evaluate its effectiveness before full-scale implementation This approach allows for an assessment of both positive and negative impacts, as well as an investigation into stakeholder reactions, prior to widespread adoption Initially, the focus should be on constructing the framework for managerial staff before extending it to functional departments This sequential approach ensures that

108 detailed content can be developed for each competency within these functional groups

5.2.2 Control the progress of the implementation of the competency framework

Establishing a competency framework for AVC staff is a substantial undertaking involving collaboration between the implementation team and various departments and individuals This complexity creates challenges in monitoring progress, necessitating effective coordination and communication to ensure timely completion and successful implementation.

To control progress, the implementation team needs to plan each stage in detail, assign work of each item in the plan to specific team members as well as consultants, each work item has a deadline for completion

Team leaders must diligently monitor team progress, prompt members with regular deadline reminders, and track completion status When delays arise, prompt investigation and support allocation are essential to maintain project timelines.

5.2.3 Adhere to the company process

When developing a competency framework for AVC staff, it is necessary to adhere strictly company process, do not skip steps, do not take shortcut When applying new policies in enterprises, there is often situations of ignoring the process, applying new ways of doing things arbitrarily, spontaneously and unfounded This method can bring immediate effects but lacks system and logic, making the product asynchronous, may have to be redone from scratch, wasting resources for businesses, psychological discouragement for personnel to implement Therefore, following the correct sequence of steps will avoid irrationalities when deploying Any breakthrough creativity needs to be agreed and approved by the Board of Directors of the Corporation, the implementation team, the consulting unit (if any) Therefore, it is essential to follow the sequential steps meticulously to avoid inconsistencies during implementation

Any innovative or unconventional approaches must receive approval from the AVC leadership, the implementation team, and, if applicable, the consulting firm

The implementation of any new policy within an organization inevitably impacts of employee’s psychology The construction of a competency framework for AVC employees will separate two distinct reactions: support and opposition The leadership of AVC, in collaboration with the HR department, will monitor the impacts and behaviors of groups with negative perceptions regarding the competency framework Special attention will be given to key personnel, with clear communication of the purpose behind the framework's development and an identification of the reasons for opposition This approach enables timely and effective resolution of concerns and alleviation of doubts among employees

However, if a significant portion of the workforce, particularly influential individuals within departments, express opposition, it warrants a reconsideration of the competency framework's construction This helps mitigate potential negative psychological impacts on the workforce

When assessing employee competencies, it's essential to minimize emotional factors influencing evaluation outcomes Evaluation results should be supported by clear and persuasive evidence, serving as the basis for addressing employee queries While the results may not always align with employee expectations, they should be perceived as fair and accurate.

Limitation and further development

The thesis primarily focuses on establishing competency standards for specific job titles It does not provide a detailed methodology for determining the current competency levels of existing employees

Developing competency assessment tools and questionnaires for various job positions will aid in quantifying employee competency levels These tools will facilitate specific applications and assist AVC's leadership in evaluating the current workforce and formulating a strategic plan for the forthcoming growth phase, contributing to the organization's overall success.

The author hopes that the thesis's contributions will provide AVC with a theoretical foundation for developing a competency framework for all employees, thereby enhancing the effectiveness of human resource management at Arup Vietnam

ISO/IEC 20006-2:2015 (2015) Retrieved from ISO website: https://www.iso.org/standard/57360.html

American Psychological Association (2022) Personality Retrieved from https://www.apa.org/topics/personality

Anh, D V P (2019) Building competence frameworks for middle management in the Vietnamese hotel industry VNU Journal of Economics and Business,

35(2) Retrieved from https://js.vnu.edu.vn/EAB/article/view/4219

Batt, A., Williams, B., Rich, J., & Tavares, W (2021) A six-step model for developing competency frameworks in the healthcare professions Public health and healthcare Retrieved from https://www.preprints.org/manuscript/202103.0296/v3

Brannick, M (2016) Job analysis and competency modeling Oxford

Bibliographies Online Datasets Retrieved from https://doi.org/10.1093/obo/9780199846740-0110

Cambridge Dictionary (2024) Attitude Retrieved from the CambridgeWords website: https://dictionary.cambridge.org/vi/dictionary/english/attitude

Campion, M A., Fink, A A., Ruggeberg, B J., Carr, L., Phillips, G M., & Odman,

R B (2011) Doing competencies well: Best practices in competency modeling Personnel Psychology, 64(1), 225–262 https://doi.org/10.1111/j.1744-6570.2010.01207.x

Dubois, D D., Stern, D J K., Kemp, L K., & Rothwell, W J (2004) Competency- based human resource management: Discover a new system for unleashing the productive power of exemplary performers John Murray Press

112 https://books.google.com.vn/books/about/Competency_Based_Human_Reso urce_Manageme.html?id=5PF8DAAAQBAJ&redir_esc=y

Engineering services (n.d.) Retrieved from SkillsFuture SG website: https://www.skillsfuture.gov.sg/initiatives/early- career/skillsframework/engineeringservices

Joshbersin (2012, September) The new best-practices of a high-impact learning organization Retrieved from JOSH BERSIN website: https://joshbersin.com/2012/09/the-new-best-practices-of-a-high-impact- learning-organization/

Jung, C G (1971) Psychological types: The collected works (Vol 6) London:

Routledge and Kegan Paul Retrieved from https://scirp.org/reference/referencespapers?referenceid22399

Lucia, A D., & Lepsinger, R (1999) The art and science of competency models:

Pinpointing critical success factors in organizations Jossey-Bass/Pfeiffer

Retrieved from https://www.scirp.org/reference/referencespapers?referenceid124963

Merriam-Webster (2024) Definition of knowledge Retrieved from https://www.merriam-webster.com/dictionary/knowledge

Miteva, P (2020) Development of competency models for human resources management as a competitive business advantage Retrieved from https://www.uniselinus.education/sites/default/files/2021-

National Center for ONET Development (2024, February) ONET online

Retrieved from https://www.onetonline.org/

Nham, Q N (2019) Khung năng lực và ứng dụng trong hoạt động quản trị nhân sự

113 https://www.academia.edu/34227554/KHUNG_NANG_LUC_VA_UNG_D UNG_TRONG_HOAT_DONG_QUAN_TRI_NHAN_SU

Collins English Dictionary (n.d.) Personal characteristic definition and meaning

Retrieved from https://www.collinsdictionary.com/dictionary/english/personal-characteristic

Sanghi, S (2009) The handbook of competency mapping SAGE Publications Pvt

SSG (2022, September) Skills framework for engineering services Retrieved from https://www.skillsfuture.gov.sg/skills-framework/engineeringservices

Thuvienphapluat.vn (2023, June 2) Quyết định 258/QĐ-TTg 2023 áp dụng Mô hình thông tin công trình BIM trong hoạt động xây dựng Retrieved from website: https://thuvienphapluat.vn/van-ban/Xay-dung-Do-thi/Quyet-dinh- 258-QD-TTg-2023-ap-dung-Mo-hinh-thong-tin-cong-trinh-BIM-trong-hoat- dong-xay-dung-559799.aspx

U.S Office of Personnel Management (2018) Job analysis Retrieved from https://www.opm.gov/policy-data-oversight/assessment-and-selection/job- analysis/

Voss, N., Falcone, M., Witherow, R., Tenreiro, N., Gans, H., & Camburn, M

(2022) Competency modeling: An essential practice for the future of strategic human capital management Retrieved from https://www.researchgate.net/publication/366275929_Competency_Modelin g_An_Essential_Practice_for_the_Future_of_Strategic_Human_Capital_Ma nagement

Webster, M (2019) Definition of skill Retrieved from https://www.merriam- webster.com/dictionary/skill

Wong, S.-C (2020) Competency definitions, development and assessment: A brief review International Journal of Academic Research in Progressive

Education and Development, 9(3) https://doi.org/10.6007/ijarped/v9-i3/8223

Appendix 1 The first discussion scenario aims to refine the job title system and the responsibilities of each position that need to be defined for competencies in order to complete the draft competency framework

Name of participants and titles:

Head of MEP Engineer Phuong Chau

Head of Structural Engineer The Chuong

These individuals have many years of experience, hold management positions with numerous employees, understand the vision and mission of an organization, understanding well the nature of the work They have a comprehensive understanding of the scope of work for each employee, the types of competencies, and the necessary levels of these competencies required for each position The interview content is developed based on job descriptions, organizational structure, and focuses on the nature of the work, the importance, and the frequency of use of each competency for specific positions

Before the discussion, the author identified a preliminary list of competencies (core, leadership, and technical) and determined the necessary levels for each position to gather primary information for building competency profiles This was based on

116 vision, mission, business goal, job descriptions, inherited from various competency dictionaries, and through nearly three years of observation and collaboration with relevant departments The author combined this information to establish the preliminary list of competencies (core, leadership, and technical), definitions, and competency levels to gather primary information for constructing the competency framework

Step 2: At the beginning of the interview with the positions, the author will introduce about the purpose of discussion, including:

✓ Explanation to interviewees about the purpose of organizational structure standardization, job title system, and the functions and duties of each job title in building the competency dictionary

✓ Introduction to competency dictionary and its application in human resource management

Step 3: Conduct interviews from top down in the organization chart, using semi- structured questions The content focuses on the following questions:

✓ Describe and explain the scope of work of the individual and the employees of his/her department?

✓ Suggestions of department heads in redefining titles suitable for the company

✓ Are the competencies listed in the table below relevant to your current job?

Do you need to add any additional abilities to complete the task well?

✓ Why are those competencies needed for your position?

✓ What is your opinion on how to allocate each competency in each respective competency type (core, leadership, technical)

✓ What is your opinion on the proficiency level descriptions?

Based on the information collected, the author will note the relevant competencies, revise and supplement the necessary competencies, including their definition and behaviors The author will request the positions to schedule a second meeting after completing the draft of the competency framework

Because the organizational structure and job scope of the management positions at Arup Vietnam are quite clear, there was consensus, with no changes before and after the interviews, in defining the standard positions

Standardize the title in Arup Vietnam Company

No Title position No Title position

I Board of Director IV Structural Department

1 General Director 1 Head of Structure

III MEP Department 1 Marketing Manager

1 Head of MEPF 2 Marketing Executive

2 Senior Engineer VI HR Department

Based on the process of reviewing, selecting, supplementing, and refining job descriptions, and inheriting some competency dictionaries, a draft competency dictionary has been completed Core competencies proposed by the General

To promote a collaborative workplace, Arup emphasizes the importance of teamwork, collaboration, and communication among directors These qualities foster a productive environment, streamline goal achievement, and enhance problem-solving Arup prioritizes effective communication throughout the company, ensuring that all stakeholders, both internal and external, can interact seamlessly.

Adaptability and influence were originally proposed as core competencies but were later reclassified as leadership competencies These skills enable leaders to navigate complex environments, drive organizational change, and achieve results While essential for all employees, leadership competencies are crucial for leaders who guide teams through transitions and strategic initiatives, requiring higher proficiency levels to set examples and deliver outcomes.

According to the General Director, emphasis is placed on adaptability due to the dynamic nature of the business world, characterized by constant technological advancements, market fluctuations, and global events, resulting in a VUCA environment Effective navigation of this requires agility Leaders must remain adaptable to adjust strategies and approaches swiftly, ensuring they stay ahead and prepared for evolving challenges

Additionally, influence is highlighted as a cornerstone of Arup's strategy Developing these skills empowers leaders to steer the organization in attracting top talent and clients who share Arup's vision for a more sustainable world

From the observation and consensus between BOD and management positions in clients focus These management positions often require frequent interaction with clients However, engineering staff positions do not require as much client interaction Given Arup's business philosophy of being client-centric, the competency of client focus was included as a core competency This addition received unanimous agreement from the interviewees

Appendix 2 Second discussion scenario completed, refining competency framework, mapping competencies for positions and proficiency level assessment

Name of participants and titles:

Head of MEP Engineer Phuong Chau

Head of Structural Engineer The Chuong

Discussion Content: Review and refine the definitions and behaviors at each competency level to avoid misunderstandings and ensure clarity in assessing the minimum competency levels

The interview content will focus on the following questions:

• Is the definition of behavior indicators corresponding to each level confusing to you? Do you see fit and have any additional comments?

• What level do you rate yourself on the scale(1-4)? Why?