Initial communication was made via email from the recruiting team with information about the interview on 30th May at 11am and the format. Stage 1) was to deliver a 15 mins facilitation session on one of the Guinness Partnership core behaviours. On the day, I did the session on "take responsibility". This was delivered to the panel members, the Group HR Director and the outgoing Learning Partner who both appeared welcoming and friendly (as you would do in interviews). Stage 2)was followed by an hour long interview by the above personnel starting with why I liked the job, my background, what I had done before.  Each took turn to ask a number of competency based questions. At the end, I was offered the opportunity to ask questions. These I came prepared with. On ending my questions, I asked 'what was the next step - when would I hear the outcome?" I was told the following week because they had more interviews including for the Head of Learning & Development who the Learning Partner would report to. The week came and went so I assumed I did not get the job and I moved on. To date, neither the HR Dept nor the recruitment team have not demonstrated their core value to "deliver great customer service" and let me know that I did not get the job and allow me to ask for feedback on the outcome.  This behaviour is far from their strap line which says "....we believe that how we do things is as important as what we do". I view as unprofessional. It left a bad impression of the HR Dept and the end stages of their recruitment communication process. They clearly need to refresh themselves on their  behaviours which should also impact the recruitment, interviews and selection process.  Pay particular attention to the following behaviours 1) deliver great customer service 2) work together to communicate 4) take responsibility 6) are professional and 'principled'. The same happened to me with 3 other housing organisations including Peabody.