The purpose of this mixed methods research was to 1) study human resources management/ problem and obstacle in human resources management during the transitional period of transferal health promotion hospital to the provincial administrative organization 2) explore the competency of health personnel who transfer to the provincial administrative organization and 3) develop policy proposal for human resources management during the transitional period of transferal health promotion hospital to the provincial administrative organization. This research was conducted between May 2 to November 1, 2022. The data were collected from the stakeholder including the policy administrator, the person who was involved in the transfer of missions, the practitioner from the primary care center, the representative from the provincial administrative organization, and the representative from the public sector. The results were as follows: 1. The human resources management during the transitional period of the transfer health promotion hospital to the provincial administrative organization showed that healthcare personnel are willing to practice according to their responsibility and follow the manual guideline for transferring. Healthcare personnel could provide full services. There are enough human resources according to the structure stated in the manual. Healthcare personnel found their career advancement. Most of the healthcare personnel were ready to transfer to the provincial administrative organization including administration, academic and family medicine services as well as perform the services according to their professional position. However, there were some limitations such as coordination, the local health committee not functioning properly, the differences in the payroll, wages, and compensation, lack of confidence in the system of the local sector, and the allocated budget does not meet the agreement 2. The competencies of healthcare personnel in health promotion hospital were at a high level except for medical rehabilitation, management and development of emergency medicine and referral systems, motivational communication, creativity, and quality improvement. 3. Policy proposal for human resources management during the transitional period of transferal health promotion hospital to the provincial administrative organization were as follows: 3.1 Policy proposal on workload 3.1.1 Provincial administrative organization in each province should communicate a better understanding of the transfer of manpower, manpower rate, compensation, and career advancement. 3.1.2 Provincial administrative organization set the job description and job specification then transfer to personnel in all levels of the provincial administrative organization. 3.1.3 Provincial administrative organization and provincial health office must urgently work together to make a memorandum of cooperation for the development of the provincial administrative organization in primary health care services. 3.1.4 During the transitional period provincial health office should control the medical practice of personnel in health promotion hospital under the provincial administrative organization. 3.1.5 Ministry of public health should provide the option for those who do not wish to transfer by positioning, workplace, and job in the same area. 3.1.6 The local health committee should carry out the roles and duties as stated in the manual guideline for transferring in order to benefit the people in the area. 3.2 Policy proposal on manpower rate In long term, the provincial administrative organization should establish a manpower framework and allocate health personnel in all fields following the Primary Health System Act B.E.2562. Develop the personnel database to engage in executive decision-making and practitioner in planning for individual progress development following the manual guideline for transferring. 3.3 Policy proposal on career path progression Provincial administrative organization create guidelines for escalation, career path progression, and establish an understanding with personnel as well as push for promotion according to the established guidelines. 3.4 Policy proposal on competency development 3.4.1 Provincial administrative organization creates a better understanding of the working system of provincial administrative organization and gives the opportunity to personnel involved with the development of the public health system. 3.4.2 Provincial administrative organization should develop management readiness, financial and accounting, internal audit and control related to the regulations with the transfer personnel. 3.4.3 Department of local administration together with Praboromarajchanok Institute and other health education institutes should help to develop healthcare personnel competency including research and services according to primary healthcare services. 3.5 Another policy proposal 3.5.1 Provincial administrative organization establishes the guideline for wage disbursement, compensation and other follow the benefit of transfer personnel which is not lower than the previous amount and consistent with the decentralization of power to local government organizations in B.E. 2542 and the regulations of the Ministry of Interior on the compensation for staff who working in healthcare in health center under provincial administrative organization in B.E.2562. 3.5.2 Publicize to the public related management and services of health promotion hospital under provincial administrative organization. 3.5.3 Provincial administrative organization should develop the health promotion hospital according to its size (small, medium, and large) to be the master of primary healthcare unit in management and providing full services in primary healthcare.