A Sustainable Human Resource Management Model for Expert Engineers: A Case Study of Engineering Consulting Firms in Bangkok

Abstract

This research article aimed to: 1) study the turnover problems of expert engineers in engineering consulting firms in Bangkok, and 2) examine guidelines for developing the sustainability of consulting engineers in engineering consulting firms in Bangkok. This study utilized a qualitative research methodology. The in-depth interviews were conducted with key informants, including the President of the Consulting Engineers Association of Thailand, the President of the Council of Engineers Thailand, the President of the Personnel Management Association of Thailand, and senior executives from leading engineering consulting firms. Data were analyzed using content analysis.

The research findings revealed that: 1) Turnover problems of expert engineers include 1.1) compensation and benefits; 1.2) promotion structures and career development; 1.3) workload and lack of work-life balance; 1.4) work environment and organizational culture; 1.5) lack of modern tools and technology; 1.6) job security; 1.7) role ambiguity; 1.8) lack of training and skill development; and 1.9) internal communication, and 2) Guidelines for developing the sustainability of consulting engineers consist of 2.1) establishing human resource development systems; 2.2) developing specialized expertise; 2.3) adapting to the digital era and new technologies; 2.4) developing management and leadership skills; 2.5) building professional networks and reputation; 2.6) creating knowledge management systems; 2.7) developing sustainability and social responsibility skills; 2.8) establishing evaluation systems; 2.9) creating career advancement; 2.10) improving the work environment and benefits; 2.11) managing human resource risks; 2.12) developing global market competitiveness; 2.13) building internal communication and participation systems; 2.14) developing efficiency and productivity management systems; 2.15) human resource management strategies; 2.16) enhancing quality of work life; and 2.17) fostering organizational commitment and loyalty.