Competency Models and Competency-Based Human Resource Management (HRM) Approach has been widely implemented in many organizations in recent years. Competencies are used as criteria for recruitment and selection of individuals who will be placed in various positions in traditional and team-based structures. In line with the extensive use of team-based structures, "team-orientation" has been a generic competency in the organizations which adapt competency-based HRM approach. Many organizations use multiple selection tools such as personality inventory, interviews, assessment centers and group discussions, which complement each other in making the final hiring decisions. Accordingly, the research question is formulated as to whether the results of selection tools of group discussions, competency-based interviews and personality inventories provide consistent coutcomes and thus complement each other or not. In the case study, the scores of the group discussions, competency-based interviews, and the Big-Five Personality Inventory of the 118 candidates who apply for team-based positions are provided by the HR Department to make further analyis. The study tries to find out if the results obtained from the selection tools predict the final evaluations of the decision makers which are retireved from selection criteria determined by the organization ('selfconfidence', 'cooperation and adaptation' and 'influence and persuasion').