Background and Objective: Human capital is the main axis of sustainable development in leading organizations. The HSE management system helps organizations to build a safe and accident-free environment using integrated and synergistic arrangement of human capital and all other resources so that its performance directly affects the overall performance of the organizations. This study aimed to develop an HSE competency management model for the organizational positions affecting HSE system performance in a power plant construction company.
Materials and Methods: This study was conducted based on a descriptive-survey research approach. After the evaluation of the theoretical and experimental principles, key organizational criteria affecting HSE performance and organizational positions in the company under study were determined based on these criteria using a questionnaire and interviews. Subsequently, the selected organizational position were prioritized based on their impact on HSE system performance using the Technique for Order Performance by Similarity to Ideal Solution. In the next stage, the components of forming a model for a case study were determined considering the nature of the selected organizational positions, investigation of the models and reference standards, as well as the experts’ views.
Results: In total, 30 organizational positions were identified as key positions influencing HSE system performance regarding the degree of effectiveness in the performance of the system. Moreover, five components, including knowledge, skill, competency, perception and attitude, as well as responsibilities and authorities, were determined as the components of the competency management model.
Conclusion: According to the findings, it is necessary to have competency, skills, required abilities and knowledge along with appropriate perception and attitude, as well as responsibilities and authorities, to successfully perform a job in different and changing situations or during an emergency.