本研究透過文獻回顧以Spencer與Spencer (1993)提出的專家會議法為基礎來建構個案公司平價品牌事業處營運人員的核心職能，並且將專家會議法之流程加以簡化，將專家會議與行為事例面談的兩個步驟共同進行，然後請事業處主管進行職能重要性排序，同時也請區經理進行職能之行為事例難易度排序，之後整理調查的結果並將所有職能的行為事例統合為七個行為事例，最後再邀請個案公司平價事業處營運中高階主管進行職能確認會議，透過主管間之意見交換與討論後達成最後共識，來完成所有核心職能內容的確認。
本研究擬定之連鎖餐飲業營運人員核心職能包括四大構面，分別是自主力、群力、服務力與執行力等四項。而「自主力」構面包括4項職能，分別是主動積極、誠信正直、樂觀正向、學習發展；而「群力」構面則包括團隊合作、溝通能力兩項職能；「服務力」構面僅包括顧客服務一項職能；「執行力」則包括問題解決能力、變革創新等兩項職能。研究結果在理論與實務上的意涵，在最後提出討論。

The research uses expert panel method proposed by Spencer and Spencer (1993) to develop a core competency model for operation staff in a company of chain food and beverage industry. Firstly, the expert panel method was simplified from two steps to one step, and the expert panel method and behavior event interviewing were conducted together. Subsequently, supervisors in this company were invited to rank the importance of each competency as well as the difficulty of each behavior event. The results of the rankings were finally integrated to constitute a competency model with 7 levels of behavior anchors in each competency.
Specifically, the core competencies for operation staff in this company can be divided into four clusters in this research, which contains self-control power, team power, service power, and execution power. The cluster of self-control power includes initiative, integrity, positive thinking, and learning and development. The cluster of team power includes teamwork and communication. Service power cluster includes only customer service competency. The cluster of execution power includes problem-solving capability, change and innovation. The theoretical and practical implications of the results were discussed at the end.

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