The document provides an overview of competency-based recruitment and selection using a competency-based behavioral interviewing (CBBI) model. It defines competencies and their benefits, outlines TSC core competencies and competency levels, and describes how to structure CBBI interviews by obtaining situation, action, and result responses from candidates and probing for more details on behaviors. An example interview is provided to demonstrate assessing a candidate's customer service competency level.

1. Competency Based Approach to Recruitment and Selection Presented by: Ahmad Hatoum

7. Competencies Business Development Director Business Development Officer Job Specific Develop Effective Relationships with diverse landlords Use innovation and Creativity to create Business opportunities Develop effective relations with Business unit Heads through on going support and dedication Be aware and stay connected to the community Job Family Specific Develop Knowledge Transfer belief within own team. Delegate innovation and Creativity to Team members Willingly share real estate market information with team mates. Takes initiative to support team members within Areas of Expertise Organization Specific Focus on Set goals and demonstrable results in all activities Be entrepreneurial, take action and show initiative Value every person regardless of circumstances Demonstrate self awareness and be reflective

10. THE ICEBERG MODEL Acquired/ Learned Capabilities Necessary but not sufficient Distinguish effective performance Deeply seated traits and motives Skill Knowledge Self-Image Values Traits Motives

38. Example on Customer Service Orientation Int.: Tell me about a time when you were insulted by a customer or a colleague? Cand.: Well, this happened when I misunderstood a customer complaint and reacted for the interest of the company. “S” Judgement: Could happen to any one, honesty in revealing it Int. : In two sentences, what was the event about? Cand. : It was about customer refusing to pay the bill due to a small delay in his order. I was trying to explain that this will be deducted from my salary and the delay was not that much long. Judg.= (didn’t ask questions to satisfy customers , needs further probing) Int. : Who else was involved, what was his/her/their role? Cand. : The operations manager was involved and had the situation under control to convince the customer that is unfair Judg.= (not fully available to resolve customer issues, needs further probing) Int. : What was your function (Position, title)? Cand.: I was operating as a Restaurant Manager

39. Example on Customer Service Orientation Int. : Why is this event a good example of a time when you were insulted by a customer? Cand. : yes since it was of an importance to explain the time factor to other customers that I served lately. “A” Judg.= (created an alternatives to satisfy customers) Int. : What were the major actions you took to avoid the above situation with future customers? Cand. : I have included the time response of food serving and emphasized its importance to my staff. Judg.= ( maximized potential opportunities) “A” Int. : What was the outcome of the actions you took ? Cand. : It helped me and my team a lot to focus on food serving time factor and avoid similar situations with delicate customers Judg.= ( went beyond by analysing issues to satisfy other customers) “R”