1 Studying Human Resource Competency Models in Multiple Construction Projects Mohammad Mahoud 1 and Vahid Shahhosseini 2 1 Teaching Assistant, Department of Construction and Engineering Management, MehrAlborz University (MAU), Tehran, Iran. Email: mohammad_mahoud@yahoo.com (corresponding author) 2 Assistant Professor, Construction Engineering and Management, Amirkabir University of Technology (AUT), Tehran, Iran. E-mail: shahhosseini@aut.ac.ir _________________________________________________________________________________________ Abstract: In recent decades, several definitions of competency have been presented by prominent thinkers and scholars of this field, each of them deals with the competency from a certain angle and expressed different dimensions. Furthermore, the competency approach in human resource management (HRM) is not a new trend, and the subject of competence is a very old subject matter. On the contrary, human resource competence is one of the most important issues of any organization, which includes diverse, attractive and, at the same time, sophisticated topics. Today, due to the dramatic changes in the field of human resource management and the trend of managers to meritocracy in the organization, the planning of an organization based on competency has a special place. Different studies in this field show that the necessity to pay attention to the mission perspective, strategy, organizational goals and structure will be an integral part in the successful assignment of human resources and, without regard to this, the organization's approach cannot be determined. The use of human resource competency models in multiple construction projects requires a major paradigm, which in HRM literature refers to the competency-based human resource management (CBHRM), and changes the thinking of human resource managers across individuals and organizations, generally. This competency-based management approach is a coherent approach for managing human capital in the long-term, based on a common set of competency models related to the macro strategies of each project in this field. In this paper, the researcher initially reviewed the diversity of conceptual framework and components of competency models in the construction projects. Then, the competency models of the project manager, civil engineer, and construction foreman and worker are identified in project-oriented organizations. At the end of the research, a set of competencies of professional, ethical, cultural and social behaviour is presented in a variety of competency models. Keywords: Human Resource Management, Competency Models, Meritocracy, Project Manager and Civil Engineer and Construction Foreman and Worker, Project-Oriented Organizations. ________________________________________________________________________________________ 1. Introduction Human resource management (HRM) is the set of processes needed to effectively use the forces involved in implementing an organization's activities. Given the increasing competition in the labour market, the increase in manpower costs and the dynamics and complexity of the changes, lack of proper human resources performance results in the imposition of huge costs and sometimes failure of the organization's goals. Also, the temporary nature of the projects leads to the emergence of new, sometimes temporary, organizational human resources. HRM should be desirable according to the requirements of the project and the use of techniques of these interim connections. Therefore, the optimal use of human resources in projects requires efficient planning for organizing a set of projects in different periods. On the other hand, project-oriented organizations, in comparison with functional or matrix organizational structure, have put the project at the centre of their activities. Mahoud and Hojatpanah (2019) Project-oriented organizations use a different approach to managing specific human resources because the classical approach is geared only to functional organizations. As an interim organization, the projects are unique, innovative and temporary. Because the organization has not done the same thing in the past, the projects are unique, so they need innovative processes and new resources. The unique, innovative and temporal consequence of projects on HRM is to create new functions for the project. Human resources in project-oriented organizations usually have more than one role, so they can belong to different teams of project management staff. For example, one person can be a program manager and at the same time work as a project auditor for other projects. Staffs may also play different roles in projects. They may, in a project, be project manager and in the next project, take on the role of technical staff that can influence their relationship with the project team members, especially if they do not know what role they will play in the next project. Mahoud and Hojatpanah (2019). The world's top organizations also employ recruitment not only based on knowledge and skills but also based on the capabilities and competencies of the individual. Therefore, capabilities are a combination of skills, personal and