Competency-based recruitment and

selection at DHL Aviation

DHL is the worlds largest international air express company, delivering packages, documents
and parcels worldwide and employing over 63 500 staff in total and more than 5000 in the UK.
DHL Aviation was founded in 1988 to deal with import and export consignments generated in
Europe. DHL Aviation (UK) reports to the European Air and Hub operations in Brussels and its primary
responsibility is to provide a fast distribution base for the delivery of products and packages by air to
UK and other European airports and by road to customers in the UK. DHL Aviation (UK) employs over
800 staff at two main bases East Midlands Airport and London Heathrow. There are also small
numbers of staff at other UK airports.
Until recently, recruitment and selection was conducted on a fairly traditional basis. Shortlisting
was based on selection criteria detailed on a person specification and successful applicants were invited
for interview. The interview was conducted by two interviewers using a semi-structured format.
Questions were not standardised. An investigation into the selection process found that, although the
format provided flexibility and the ability to probe candidates answers, the interviews were
inconsistent, largely subjective and heavily dependent on the interviewers personal style.
DHL Aviation (UK) therefore decided to improve consistency by adopting a competency- based
interview, using a selection of predetermined, behavioural questions and a more systematic approach
to scoring the answers. The organisation identified four core competencies, which all potential and
existing staff are expected to display, and rolespecific competencies, which apply only to certain jobs.
The competencies are as follows:
Core competencies
Passion for customer service
Teamwork
Achievement drive
Initiative
Role-specific competencies
Influencing business
Impact and influence
Planning and organising
Communication

 Interpersonal communication
Interpersonal understanding
Building and leading teams
Developing people
Holding people accountable
Personal
Adaptability and change
Attention to detail
Self-belief
Problem-solving
Analytical thinking
Decision-making
Information seeking
Understanding the key issues
Technical and professional
Job knowledge and skills
Interviewers are provided with a selection of questions for each competency, dependent on the
level of the job. Each set of questions also has different indicators divided into three sections: negative,
expected and outstanding. The marking criteria for each answer is as follows:
1 an answer displaying mostly negative indicators;
2 an answer displaying equal negative and positive indicators;
3 an answer displaying mostly positive indicators;
4 an answer displaying equal expected and outstanding indicators;
5 an answer displaying mainly outstanding indicators.
After the interview, each interviewer must add up the candidates scores to give a total rating.
The candidate with the highest score has displayed the most examples of the desired competencies for
the position.
Questions:
1 What are the key advantages and disadvantages to DHL Aviation (UK) of adopting this
competency- based approach?
2 What other issues need attention to ensure that the competency-based approach is effective?