Saosao

Running head: SELECTION PLAN AND INTERVIEW DESIGN FOR PROJECT 1
ADMINISTRATOR POSITION AT SODEXO.
Developing a Selection Plan & Conducting a Panel Interview for a Project Administrator
Position at Sodexo.
Term Assignment Final Outcome
ESTAR (Group 4)
Submitted for Staffing Organization HRPD 704 – 101
Mila Romaniuk
Tuesday April 2, 2013
Centennial College
Winter 2013
SELECTION PLAN & INTERVIEW DESIGN FOR PROJECT ADMINISTRATOR AT SODEXO 2
Table of Contents
EXECUTIVE SUMMARY………………………………………………………………………………..4
COMPANY OVERVIEW-SODEXO INC………………………………………………….....................5
Business and Industry…………………………………………………………………………….5
Business Strategy and Company’s Structure…………………………………………………...5
Culture and People’s Strategy…………………………………………………………………...6
SODEXO’S LEGAL ENVIRONMENT AND LEGISLATION IN EMPLOYEE
SELECTION………………………………………………………………………………………………8
PURPOSE AND IMPORTANCE OF SELECTION…………………………………………………..10
SELECTION CRITERIA……………………………………………………………………………….10
ESTABLISHING A LEGALLY DEFENSIBLE AND VALID SELECTION PROCESS………….11
TYPES OF SELECTION CRITERIA.....................................................................................................11
Must Have Criteria………………………………………………………………………..…….12
Nice to Have Criteria…………………………………………………………………………....12
“SUCCESS FACTORS” FOR PROJECT ADMINISTRATOR’S SELECTION AT SODEXO,
CANADA………………………………………………………………………………………………....12
Essential/Minimum Requirements (Must haves) ……..………………………………………12
Preferred/Desirable Requirements (Nice to haves) ……..……….…………………………....13
QUALITY STAFFING MODEL ……..……………………………………………………………...…13
SELECTION CRITERIA MATRIX ……..………………………………………………………….....14
SELECTION INSTRUMENTS……..…………………………………………………………………..15
Resume and Cover letter ……..……………………………………………………………..….15
Job Application Form……..………………………………………………………………….....16
Phone Interview……..……………………………………………………………………….….16
MS Application tests……..……………………………………………………………………...17
Written Examination……..……………………………………………………………………..17
Panel Interview……..…………………………………………………………………………....17
Reference Check-Background Verification (BGV) ……..………………….………………...18
SCREENING MATRIX……..………………………………………………….…….………………....18
DECISION MAKING……..………………….……………………………………………………..…...20
INTERVIEW MANUAL: OVERVIEW……..………………….………………………………….…..20
LOGISTICS……..………………….………………………..………………………………………...…23
Panel Composition……..………………….………………………..………………...................23
Common Responsibilities among Panel Members……..………………….……………….….23
Specific Panel Member Responsibilities…….………….………………………..…………….24

Room set up……..………………….…………………………………………………................25
Interview etiquette……..………………….………………………..…………………………...25
TYPES OF INTERVIEW QUESTIONS……..………………….………………………..…………....26
Situational Questions……..………………….………………………..………………………...27
Behavioural Questions……..………………….………………………..………………….……27
Self-assessment Questions……..………………….………………………..………………...…28
Organization Related Questions……..………………….………………………..………….…29
LEGAL INTERVIEW……..………………….…………………………..….………..………………...29
INTERVIEW PROTOCOL FOR PROJECT ADMINISTRATOR……..………………….……..…30
Preparation for the Interview……..………………….………………………..…………….…30
Opening the Interview ……..………………….…………………………..….……..………….31
During the interview……..………………….…………………………..….………..………….31
Closing the interview……..………………….…………………………..….……..…………....32
After the Interview ……..………………….……………………………..….……..…………...32
IMPORTANCE OF NOTES TAKING……..………………….………………………..…………...…32
DECISION OF APPOINTMENT AND RECORD-KEEPING………………..….……………...…...34
FOLLOW-UP PROCEDURES WHILE UPDATING RECORDS……..…………………...………..35
RECOMMENDATION AND CONCLUSION……..………….……..….……..….…….………….....36
REFERENCES……..………………….………………………..……..….……..….……………………38
APPENDICES……..………………….………………………..………..….……..….………………….40
Appendix A Resume/ Cover letter Evaluation Form……..………………………..…………….40

Appendix B Phone Interview Sample Questions and Rubric.………………………..………….41
Appendix C Reference Check Template ……..…………….………………………..………….42
Appendix D Flowchart for Decision Making ……..………………………………..…………...43
Appendix E Legal Interview Questions ……..………………………………..…………………44
Appendix F Interview Questions Evaluation Form ……..………………..……………………..45
Appendix G Candidates’ Comparison Forms ……..………………….…………..……………..54
Appendix H Sample Offer Letter ……..………………….………………………..….................58
Appendix I Sample Rejection Letter ……..………………….………………..…………….......59
Appendix J Job description ……..………………….………………………..……..……………60

EXECUTIVE SUMMARY
The selection plan and interview design is the point of support for Sodexo’s motto, to
make everyday a better day. The selection plan and interview design has been adapted to the
project administrator position; job advertisement is included in Appendix J. The following
document contains a company overview, which discusses Sodexo’s mission, vision, and culture,
believes and values. Then, the legal environment and issues in the selection process are
accurately explained reflecting the principles of fair, valid and bias free hiring. The legislative
environment of the structured interviews is presented with care and precision, questions to avoid
with reference to screening and selecting candidates.
Next is the selection process design. The purpose and importance of selection to the
achievement of the organization’s mission and goals is explained. The document briefly outlines
the prerequisite activities required to initiate the selection process. The selection system
adequately explains the concept of Selection Criteria and its relevance to selection process. The
selection system needs to be legally defensible and valid. The proposed process reflects Quality
Staffing Model. The selection criteria reflect essential and preferred criteria, which support
person – job and person – organization fit. The assigned project administrator position - related
selection criteria include critical knowledge, skills, abilities and other competencies that are
important for effective job and organization performance. The pros and cons of the selection
tools are clearly specified with reasons of implementing each instrument. A flowchart is included
in Appendix D that illustrates assessments incorporated into the hiring process. Appendix A has
a sample evaluation rubric for resume and cover letter corresponding to the requirements of the
project administrator position. The last part of the selection process design is the decision
making model. It incorporates the information on how the assessment results will be collected
and combined allowing future users to fully understand and follow the process.
Candidates' Comparison Form is illustrated in Appendix G. This allows for clear and
easy candidates’ comparison in order to make the decision whom to reject and whom to advance
to the next stage of selection or hire. There is an evidence that the final decision will be
objective, just and based on calculations rather that intuition or opinions. Next are following up
procedure that includes reference to professionally written templates for an offer and rejection
letter.
Structured Behaviour Description Panel interviewing technique is proposed in an

interview manual. Logistics involved: panel members’ roles and responsibilities, room set up,
etiquette is all indicated. Protocol of the interview for a given position reflects previously
outlined steps, roles and timelines. A sample interview evaluation rubric is included in Appendix
F. There is direction on how to fill out the form. The competencies are clearly defined and
picked from the established selection criteria. Five questions are behavioural and five questions
are situational. Then two questions are about the candidate’s background and wanting to apply
for the project administrator position/ organization knowledge question. Overall the interview
design assists in accurate and consistent candidates’ assessment resulting in a valid and reliable
process.
COMPANY OVERVIEW- SODEXO INC.
Business & Industry

Sodexo, Inc. is a global leader in Quality of Everyday Life Solutions in the U.S., Canada,
and Mexico. We are the worldwide leader in healthcare, senior living and education food
services and the second largest in isolated site assimilated facilities management and service
vouchers and cards.
Sodexo Canada is a subsidiary of Sodexo North America. Operating in all provinces and
territories, we are a market leader in providing Quality of Life Services with over 10,000 staff,
representing 750 sites. We have over $500 million in yearly income. As a leader in assimilated
facilities management, we have accomplished recent success with our model by acquiring
contracts with the likes of GlaxoSmithKline and the 2010 Olympic Athletes Villages.
Business Strategy & Company’s Structure

As a company providing detailed and innovative services across a broad range of
businesses and industries, Sodexo works as a tactical partner with many of its clients. Our full
range of services bring clients an assimilated approach to providing food and nutrition, facilities
management and construction, branded retail solutions, and a deep commitment to sustainability
and corporate citizenship.
We have 6,000 clients served in the U.S., Canada, and Mexico; 10 million consumers
served every day; 700 facilities management sites; 9.3 million meals served every day; 125,000
employees in North America and over 380,000 employees in 80 countries.
Sodexo Canada's operations are exclusive to the Sodexo group with our business units
comprising Healthcare (including seniors and long-term care), Campus (all education accounts),
Corporate (including hotels and government services), Remote Sites and Quebec.
Culture & People’s Strategy

Our commitment to outstanding service, corporate citizenship, and fighting hunger all
come from one goal - to make a better day, daily. We set out every day to treat every individual
we come across, with utmost level of esteem and service. And when you put that input, skill and
interest together, “a better day” for our clients, their customers, and our people results.
At Sodexo we believe that Quality of Everyday Life leads to the growth of people and the
performance of companies. We want to be the tactical partner of business and companies by
making and providing Quality of Everyday Life Solutions that help enhance our clients'
performance and progress.
Our ambition is to become the principal expert in Quality of Everyday Life service
solutions, with the Sodexo brand as the global reference. Sodexo plans, manages and
successfully provides detailed service solutions through Onsite Service Solutions to create an
excellent experience for the folks we serve. Sodexo's aim is to drive more contentment. Meeting
our worldwide duties and the needs of our global communities is a part of who we are. Diversity
and inclusion, sustainability, wellness, and fighting hunger are basically vital to Sodexo's
commitment to making a better day for us all, daily.
Sodexo is a company of people devoted to serving people and unified through common
beliefs. 95% of Sodexo’s around the globe are in straight contact every day with clients and
consumers on 33,400 sites. Their daily commitment enables Sodexo to achieve its mission:
refining the Quality of Everyday Life of those we serve. Our staffs are united around strong
foundations and shared values — Service Spirit, Team Spirit and Spirit of Progress — and
directed by the organization’s ethics. Employees who are able to reproduce them into a
competitive boon for the company are welcomed by Sodexo’s unified beliefs and fundamentals.
These five components reflect Sodexo's commitment to you as a valued team member:
Recruiting
- We take utmost caution in hiring to make sure that it is the right match between you and
us for long-term mutual success. We believe our employee needs to be a good
organization fit for you and us to be successful.
- We take pride in you and treat you with equality. We believe in egalitarianism.
- We believe you can bring diversity to our team and look to improve our existing pool.
- We clarify any doubts you may have about the job or us before drafting you in.
Welcoming
- We incorporate a detailed introduction-training program for you and share data about our
organization, culture, business and values.
- We ask you to give us your opinion on the way you are welcomed.
Living
- We provide you with health and safety.
- We give you the freedom of two-way communication.
- We encourage a culture of diversity and respect you.
- We work towards shaping your career to fit your personal life.
- We support your social involvement with the community.
Growing
- We take initiatives of taking off time to train you to be effective and fit your job.
- We are agreeable on objectives with you and provide performance-based feedback
constantly.
- We also lend support to you in terms of listening to you regarding your career aspirations.
- We offer flexibility to be mobile in order to help your development.
- If you happen to leave Sodexo (on good terms), you then become part of our link for
prospects in future, whether professional or personal.
Rewarding
- We appreciate you for exhibiting our company beliefs and excellent service behaviours.
- We are transparent and unbiased on our norms for making pay and promotion decisions.
- We encourage and celebrate your extraordinary accomplishments at work.
- We work to provide incentives that will allow you to benefit from the company’s growth.
SODEXO’S LEGAL ENVIRONMENT AND LEGISLATION IN EMPLOYEE

SELECTION
SODEXO CANADA has developed a system whereby assessment of employees should
be objective and based on merit and not discrimination. Therefore we at Sodexo comply with the
human rights legislation, which is consistent to conform to the Human Rights Code. Human
Rights Legislation requires a non-discriminatory process of selecting employees.
The Human Rights legislation enables all individuals to be entitled to equal opportunities,
irrespective of their race, colour, national or ethnic origin, religion, age, family, marital status,
sex, acquitted conviction, disability or sexual orientation (Human Rights Act, 2012). The
prohibited grounds of discrimination are similar between the Human Rights Act (federal) and the
Human Rights Code (provincial). The Human Rights Code provides for equal opportunity
regardless of the aforesaid identified characteristics (termed ‘prohibited grounds of
discrimination’) that have involved historical bias or stereotyping in relation to employment.
Employers should be accommodating to these groups. An exception can be in the case of bona
fide occupational requirements (BFOR). Another important piece of Legislation that ensures for
equal opportunity is Employment Equity Legislation. But this legislation does not govern we at
Sodexo, we however per take in Employment Equity program. For more information on this
legislation visit
Sodexo values diversity and fosters inclusion in its operation and due to this reason, we
engage in Employment equity programs. These are special programs put in place in achieving
equality and prevention of discrimination in the work place. Based on this fact, the commission
policy has permitted the employers to collect and analyse data needed in putting the program into
place. The effectiveness and efficiency of this program is in the hiring process. It is also
important for decision making as regards promotions and opportunities of future benefits.
Canadian Human Rights Commission is a neutral body that oversees the compliance with
human rights and employment equity legislations. This governing body ensures that employers
adhere to the processes for equal opportunity and warn against discrimination. Should you wish
to know more about Human Rights and Employment Equity Legislations, please go to the CHRC
website with link… http://www.chrc-ccdp.ca/pdf/screen.pdf
Discrimination can occur in two basic forms: direct and indirect discrimination.
 Direct discrimination: this form of discrimination indicates obvious and purposeful
discrimination on prohibited grounds. This act is illegal, therefore punishable under
human rights legislation (Romaniuk, 2013).
 Indirect discrimination: this other form of discrimination does not occur on purpose. The
system does not intend to discriminate but the circumstances surrounding the situation
lead to the result of discrimination (Schwind das Wagner, 2010).
Labour Relations code allows for collective bargaining between employers and
employees or their representatives who are the trade unions. Sodexo is a unionized company
under the labour relations code. The collective agreement governs the relationship between the
employer and employee. For more information on Labour Relations Code visit the link ...
Retrieved from: http://www.e-
laws.gov.on.ca/html/statutes/english/elaws_statutes_95l01_e.htm#BK1.
However, the level of cooperation between the employer, the employees and trade unions
also determines the economic growth of the company. In other words the trade union influences
the financial growth of the company. For more information on the collective agreement between
Canadian Union of public of the employees and Sodexo visit …
http://229.cupe.ca/files/2013/01/CA-Sodexo-Part-Time-2011-2015-Signed.pdf
Personal Information Protection and Electric Documents Act (PIPEDA) was developed
for the purpose of legitimate protection of personal information gathered and saved in the
electronic storage. Due to the increasing growth in the technology era, the need for privacy in the
information being gathered, exchanged, collected, utilized and transferred became a necessity.
This therefore led to the emergence of Personal Information Protection and Electric Documents
Act (PIPEDA). This act ensures that organizations, which gather information regarding their
employees, use it in relation to federal affairs or commercial events. PIPEDA is a federal law but
has set national standards for privacy practices in the private sector. This act does not only apply
to government organisations in which the act is not valid, or individuals who just disclose their
personal information within their home alone without connection to external affairs.
PURPOSE AND IMPORTANCE OF SELECTION
At Sodexo, Canada we take pride in our selection process and policies. Over the years,
we have continued to be known as one of the most diverse organizations, striving on selecting
and nurturing individuals to the best of our abilities. We also believe in a fair selection process.
During the selection process, we keep in mind our goals and the way employees can work
towards them eventually achieving success along with the organization. We try to avoid hiring
‘misfits’ as much as possible – we do not intend to hastily employ without a job/person fit or
organization/person fit.
Selection is the choice of candidates from the previously generated applicant pool in a
way that will meet organizations goals and objectives as well as current legal requirements
(Catano, 2005, p. 8). The most suitable candidate for a job can be found by matching candidate’s
knowledge, skills, abilities, other attributes (KSAO) and desires with the job requirements.
Selection matters because people make a difference to the success of any project or
business. It is the process by which people, for better or for worse, find their way into the
organization. Research shows that there are substantial differences in skills among the people in
any applicant pool that will translate into large performance differences on the job (Catano,
2005, p. 4). Poor practices in selection can cause lower productivity, more training costs, poor
motivation, high turnover, discrimination charges, and even stunted careers. Meanwhile,
selection can be a source of strength and can produce decisions that benefit the organization
(Catano, 2005, pp. 4-6). In short, at Sodexo we take care to prevent any negative unfair influence
during the selection process.
SELECTION CRITERIA
In order to find out the talented candidate, seeking for what competencies to consider or
what are all the requirements of the job, is important. Job description should be reviewed for it
accuracy. As an outcome of the job analysis, we have the developed job description and job
specification that we update every year. Selection criteria present the knowledge, skills and
abilities that are required by the jobs. Those are the candidate characteristics needed for
successful job performance. We will be looking for an individual's set of competencies to ensure
that work is performed safely, efficiently and effectively. KSAOs that the job requires are
transferred into our selection criteria. Our selection criteria are chosen in the right context that
will allow us to assess candidate fairly and objectively. We consider and justify what selection
tool will be used.
ESTABLISHING A LEGALLY DEFENSIBLE AND VALID SELECTION PROCESS
1. Each selection criterion must reflect fairness and justice within the whole process without
any bias in favour of internal or external candidates.
2. Avoid selection criteria that may have a direct or indirect impact on protected group
members such as considerations related to age, disability and so on. Selection criteria should
allow for a clear objective assessment of candidates’ potentials and qualifications.
3. Provide a logical and consistent link between the selection criteria, the Key Accountabilities
(for general staff), the Role Statement (for management or academic positions) and the
advertisement.
4. Avoid overstating the attributes, which are essential and make sure each criterion is realistic
and kept brief in order to satisfy most candidates. Just highlighting the criteria as essential
and desirable should do, once they are extracted and documented after the job analysis.
5. Ensure essential specialist knowledge generally relates to the relevant field of practice, with
knowledge of the specifics of the company’s environment listed as desirable.
6. When creating a job advertisement, selection criteria must be visible to the candidate.
7. Provide necessary KSAOs related to the position and other helpful capabilities.
The selection criteria will allow for a clear and objective assessment of the potential
candidates and would clearly specify the minimum must have and nice to have qualifications.
TYPES OF SELECTION CRITERIA
Selection criteria consist of two types: Must have criteria and Nice to have criteria. The
types of selection criteria should reflect the job. Make sure do not choose criteria that are not job
relevant (that is, not contaminated) or do not influence future candidate by missing out on
mandatory competencies (that is, not deficient).
Must Have Criteria

It means the critical requirement for the satisfactory performance of the job - the primary
basis for selection. It is expected that candidates must meet all these essential criteria to be
considered eligible for appointment. It is established by the employer in good faith that it is
critical to the safe and efficient performance of the position duties, and in the sincerely held
belief that a person without this requirement would not be able to perform the functions of the
position to the minimum standards required.
Nice to Have Criteria

It means the qualification, which is desirable but not critical. Desirable criteria are those
that enhance a person’s capacity to do the job. When there is a difficult situation to choose the
best candidate, the individual preferred abilities might help provide a direction to decide.
“SUCCESS FACTORS” FOR PROJECT ADMINISTRATOR’S SELECTION AT

SODEXO, CANADA
Essential/ Minimum Requirements (“Must haves”)

> Educational qualification/ Prior Experience:
 1 to 2 years of full-time experience in a professional organization having worked as a
Project Administrator/ Program Coordinator (Non-Manager)
 A college or University degree in an applicable stream.
> Technical/ Analytical skills:
 Expertise in practically using Microsoft Office Products like
 MS Word
 MS Excel
 MS PowerPoint
 MS Project
 MS Visio
 Project/ Strategic management expertise; Planning, organizing, managing time

 Familiarity with PMI methods and PMBOK
> Inter-personal/ Soft skills:
 Effective verbal and written communication ability
 Client, customer/ vendor, colleague and employee interaction capability
> Other Behavioural skills/ Core Competencies:
 Self-motivator; extremely self-driven; Good working attitude
 Detail-oriented and maintaining high quality
 Dependable, Reliable; valuing teamwork and diversity
Preferred/ Desirable Requirements (“Nice to haves”):

 Computer Science or Business Administration degree and Graduate Studies in Project
Management
 Familiarity with procurement in Manufacturing/ Production/ Operations domain
 PMP Certified
 Availability during evenings/ weekends
QUALITY STAFFING MODEL
Sodexo, Canada follows the Quality model of Staffing, wherein we believe that job
openings in our company should not only fit the applicants in terms of the required skills and
expected rewards but also the values and beliefs/ attitude of the applicants. The company
specifically is firstly looking for someone who is a person/organization fit. Some of the core-
competencies that are looked for in a new hire are: ability to work as a team member, ability to
work among people with diversities, skills to manage quality operations and skills of interacting
with clients, customers/vendors and coworkers. Some of the tasks, duties and responsibilities
associated with the job to have a person/job fit are: ability to utilize Microsoft Office
Applications, ability to communicate effectively, working experience in administration and
management and educational status. The selected candidate should also be a person/job fit.
SELECTION CRITERIA MATRIX
The below selection criteria matrix lists all the selection criteria to be checked and
incorporated by us for the Project Administrator position, in the order of the job description. It
classifies the ones that are essential/ desirable as well as mentioning if they are
person/organization or person/job fits.
Criteria/KSAO Person/Organization Person/Job Essential Desirable

(P/O) Fit (P/J) Fit
Prior experience working as
a full-time Program
Coordinator/ Administrator  
College/ University degree
in a relevant discipline  
Degree in Computers/
Business Administration/
Project Management  
Skilled in using MS Word  
Skilled in using MS Excel  
Skilled in using MS  
PowerPoint
Skilled in using MS Project  
Skilled in using MS Visio  
Skilled in Project/ Strategic
Management  
Knowledge of PMI methods  
Knowledge of PMBOK  
Skill of interacting with
clients/customers/colleagues   
Oral communication skills
 
Written communication
skills  
Planning and Organizing  
skills
Time management skills
 
Drive and working

motivation attributes  
Skill of detail-orientation   
PMP Certification  
Knowledge in procurement  
Ability to be available on
weekends/ evenings  
Dependability/ Reliability
attribute  
Ability to work in a diverse  
team
Skill to manage quality  
operations
Criteria/KSAO Person/Organization Person/Job Essential Desirable
(P/O) Fit (P/J) Fit
SELECTION INSTRUMENTS
Sodexo, Canada bases its selection instruments on the job requirements determined post
job analysis. The tools chosen for us for the Project Administrator selection are:
Resume and Cover letter

Sourcing candidate resumes from the Internet or from the pool created via our employee
referral program will lead to the first interaction between Sodexo and job applicants, allowing
the company to screen them based on basic criteria. During this process, we eliminate applicants
who do not meet the job specification. The applicable resume of a candidate generally contains
the person’s full name, coordinates to contact and other details like the professional experience
and educational background highlighting the knowledge, skills and awards achieved during those
periods. Meanwhile, the apt covering later usually outlines a summary of the candidate’s career
mainly highlighting the goals, interests, short and long-term plans. We prefer these documents to
be free from grammar or spelling mistakes. In addition, ideally we would like the candidates to
keep these to the point and including the relevant information. Both the resume and the cover
letter help our chosen Human Resource specialist to match the basic credentials of a candidate
with the organization and job requirements. Each resume is given a score as part of an evaluation
form as in Appendix A and then the candidature is taken forward or not (the minimum
requirements need to be fulfilled for one’s process to continue, that is, at least a 60% score of 9/
15).
An important factor to note in resumes is the mention of nationality, mother tongue, age
and some other details, which if based consciously or sub-consciously as selection criteria, can
lead to legislation issues. Thus, we have advised our HR department to ignore such data.
However, we have instructed them to follow-up with candidates who have missed to mention the
duration of their earlier employments and projects on the resumes. We are looking to hire a
Project Administrator possibly for long term for now. Hence, frequent job changers are not ideal
for us.
Job Application Form

After the first elimination, we ask each qualified candidate to fill in a point-based
application form similar to a resume, which covers various job related information about the
candidate. However, it is a more detailed document compared to a resume, making sure of
fulfilling almost all requirements. It also contains fields specifically querying the candidates
relating to them and the work culture required in the job applied. Since this contains similar
information to a resume, it tests for reliability as well. This application form contains different
information about the candidate/ applicant that the company should understand, and can become
a critical resource for further comparison. A couple of inconsistent entries in this form can be
sufficient for our chosen HR specialist to eliminate a candidate.
Phone Interview
The next round of selection is a telephonic interview wherein we check each qualified
candidate for an availability of thirty to forty minutes of time as per our chosen HR specialist’s
availability for the same. This stage is beneficial to an organization because it helps gauge the
oral communication skills of a candidate. In addition, it can check a candidate for reliability. It
saves time and money if a candidate does not pass this test. Furthermore by discussing on salary
details (current and expected), it will not only provide clarity to the HR department of the
organization on the possible offer to be planned if the employee is very good and gets hired but
also indicate the candidate’s convincing and negotiating skills if any. However, if rescheduled
due to the candidate’s or HR specialist’s sudden unavailability this process can cause a
significant delay. For the Project Administrator’s selection, sample phone interview questions
and the rubric are provided in Appendix B. As observed, this is again a point-based evaluation
with a 60% cut-off.
MS application tests
As the role is an administrative one, the suitable candidate will need to be able to finish a
formal document processing onsite. This tool will assess the candidate’s knowledge of various
Microsoft Office products as well as the typing speed and content scripting of the candidate. This
is a core technical round. This is also a point-based tool that can eliminate candidates, since it
checks on the must-have skills. One needs to score at least 70% in this stage, to progress further.
Written examination
After the MS application tests, each selected candidate is required to take up a
written examination for an hour consisting of a case analysis, which involves a logical case that a
Project Administrator may encounter. Candidates are required to give their own suggestions and
reasoning based on the case. Here candidates can additionally make use of knowledgeable PMI
methods and PMBOK. To summarize, this round not only tests the aptitude of a candidate when
it comes to Project Management related activities but also his or her writing ability. We conduct
this round in our Sodexo office post the MS application tests. We have internally developed
software that evaluates candidates on their written work in this round. A chosen HR specialist
uses this software to get the candidate’s score. Elimination results if the score is less than 60%.
Panel Interview
The candidates chosen after taking up the written examination are then deemed eligible
for their face-to-face panel interview with us. A panel from Sodexo consisting of five qualified
members interviews each candidate. The hiring manager and HR Recruiting manager in unison
choose the rest of the panel. The content of this interview is behavioural/ structural covering
majority of the candidate’s experiences and futuristic scenarios that the position applied for
needs to be dealt with. This interview may last for half to one hour on average. Each interviewer
from the panel assesses the candidates one by one, along with the panel and individually assigns
a rating for the candidate interviewed. Post giving the feedback on paper, the average score is
considered. The cut-off score for this round is 70%.
Reference Check - Background Verification (BGV)

The last tool is the mandatory ‘reference check’, used to complete the selection process.
Sodexo can judge the candidate’s knowledge, skills, abilities, experience and other necessary
job-related information from a secondary source - this instrument allows our company HR to
connect with a candidate’s previous employer or a senior co-worker if the candidate gives us his/
her consent for the same. A consolidated decision is then taken with the help of points
accumulated via the filled reference check form of the candidate. The hiring manager and HR
Recruiting manager utterly choose the candidate who best fits the organization and the job from
his/ her overall performance gauged via comprehensive comparison of scores with other selected
candidate/s. This round is to be completely sure of the legitimacy of the candidature. It is safer
for Sodexo to include this stage for all the positions. For a sample form, refer to Appendix C.
SCREENING MATRIX
The below screening matrix classifies the selection instruments used by Sodexo, Canada
to assess candidates against each selection criteria for the position of Project Administrator.
Assessment Instruments
Criteria/KSAO
Cover Letter
Examination
Applications
Application
Phone HR
Reference
Interview
Interview
Resume/
Written
(BGV)
Check
Form
Panel
Job
test
MS
Prior experience
working as a full-
time Program Yes Yes Yes Yes Yes
Coordinator/
Administrator
College/
University degree Yes Yes Yes
in a relevant
discipline
Degree in
Computers/
Business Yes Yes
Administration/
Project
Management
Skilled in using Yes Yes Yes
MS Word
MS Excel
MS PowerPoint
MS Project
MS Visio
Skilled in Project/
Strategic Yes Yes Yes Yes
Management
Knowledge of PMI Yes Yes Yes
methods
Knowledge of Yes Yes Yes
PMBOK
Skill of interacting
with clients/ Yes Yes
customers/
colleagues
Oral
communication Yes Yes
skills
Written
communication Yes Yes Yes
skills
Planning and Yes Yes
Organizing skills
Time management Yes Yes Yes Yes
skills
Drive and working
motivation Yes Yes Yes
attributes
Skill of detail- Yes Yes Yes

orientation
PMP Certification Yes Yes
Knowledge in
procurement Yes Yes
Ability to be
available on Yes Yes
weekends/
evenings
Dependability/ Yes Yes Yes Yes
Reliability
attribute
Ability to work in Yes Yes Yes
a diverse team
Skill to manage Yes Yes
quality operations
DECISION MAKING
Already being a popular choice in the industry, we have incorporated the non-
compensatory multiple hurdle decision-making model for the project administrator position. This
model takes a decision at every level eliminating applicants at each stage if they are not able to
reach the cut-off score required for that round. Only qualified candidates are applicable to appear
for the next round. We do realize how we can potentially miss prospective candidates if this
model is used for other positions at Sodexo, Canada. However, the project administrator role
needs a more objective approach to selection since there are mandatory practical tests required
mid-way through the process. The flowchart in Appendix D depicts the path to decision making
for the selection of the Project Administrator at Sodexo, Canada.
INTERVIEW MANUAL: OVERVIEW
During the selection process in Sodexo, the panel of interview adopts one of the most
popular types of structured interview called Behavioural Description Interview. It assesses an
applicant on typical performance dimensions by focusing on the applicant’s past behaviour in
similar situations. It was determined however that the structured interview is most valid in
determining an applicant’s intelligence, level of motivation, and interpersonal skills (Romaniuk,
2013). These features help to establish a clear link between performance at the interview and
performance on the job and minimize the impact of personal bias on the assessment process.
Behavioural description interview can be seen as an important selection tool according to
two dimensions of consideration.
1. Panel interview:
 It facilitates two-way interaction between the job applicant and interviewer.
 Interviewers’ belief in their ability to evaluate others.
 It provides the recruiting of Sodexo a sense of control.
 It can be tailored to various KSAOs, which provides fully flexibility.
 It is able to assess the match between the applicant’s characteristics and the
organizational requirements.
 It potentially improves the popularity of Sodexo, by providing an avenue to learn more
about the company publicly.
2. Structured interview:
 Behavioural description interview concentrates on structured and well-organized
interviews, which are more reliable than traditional ones.
 A standardized set of job-relevant interview questions are derived from a job analysis. All
candidates are asked the same predetermined questions so everyone has the same
opportunity to display competencies or knowledge, skills, abilities and other attributes.
This strongly ensures employment equality.
 Each answer is rated during the interview using a rating scale tailored to the question.
Pre-determined anchored rating scales are used to evaluate answers to interview
questions. Hence this reduces disagreements among interviewers and increases accuracy
of judgment.
 The panel of interviewers record and evaluate answers in order to minimize individual
rater biases. Total interview score is obtained by summing across scores for each of the
questions.
 Job-related procedures used to develop structured interview questions increase content
validity.
 All candidates are evaluated on job-related questions, which are based on an analysis of
job duties and requirements. Therefore bias is reduced.
 Subjective and irrelevant questions are not asked. This does not directly orients to the
goal and avoids time-consuming issues.
Behavioural description interview offers several benefits, including:

1. Objectivity and equal opportunity
All candidates are asked the same questions and assessed responses according to the same
job-relevant criteria. They are not only offered equal opportunities to demonstrate their
qualifications but also assessed fairly. Moreover, the use of an interview board rather than one
individual assessor increases objectivity since consensus on a final evaluation must be reached.
2. Reliability and validity
Since questions are linked to job-related competencies and candidates responses are more
likely to predict their on-the-job performance. The panel of interviewers record and evaluate
answers in order to minimize individual rater biases according to rating scales. Total interview
score is obtained by summing across scores for each of the questions.
3. Person/job fit and person/organization fit
On the basis of job-related competencies and candidates’ responses, behavioural
description interviews assist Sodexo to select the optimal candidate. It not only provides all
candidates knowledge of person/job fit and person/organization fit but also helps them realize on
an individual level- both their strengths and weakness which will benefit the candidate to
accordingly improve themselves.
LOGISTICS
Panel Composition
The composition of panel interviewer involves five representatives from five
departments. They are:
 Human Resources Recruiting Manager
 Team Lead Project Administrator
 Hiring Manager
 Customer Service Representative
 Head Union member
Common Responsibilities among Panel Members

Prepare for the content-related interview
 Review established interview objectives, determine roles
 Review the job description to ensure questions are relevant
 Review the candidate’s resume and any testing or assessment reports
 Review the Guide to Recruitment and Selection
 Set aside sufficient time
 Review do’s and don’ts, prohibited questions
During the interview
 Use active listening skills(let the candidate tell his/her story)
 Initiate the basic tone, and format of the interview
 Use a variety of questions and techniques to get the facts
 Sequence questions from general to specific
 Clarify any information, probe when necessary
 Advise the candidate you will be using a checklist and/or taking notes
 Retain focus
 Set aside sufficient time to answer and elicit candidate’s questions, and assess the type of
questions for additional insight into what is important to the candidate
After the interview
 Analyze and arrive at an individual decision on candidates’ scoring
 Arrive at consensus of opinion on the suitability of candidates, including awareness of

any rating errors
Specific Panel Member Responsibilities

Human Resources Recruiting Manager
The responsibilities of HR Recruiting Manager include the common responsibilities and
the other contents since the HR Recruiting manager plays the role of Screening Committee Chair
during the interview. They are including preparing for the interview, planning the setting,
starting the interview, gathering information, answering applicants’ questions, closing the
interview, and posting the interview.
Planning the setting

 The interviewing room should be comfortable and free from distractions
 The physical set up should not be intimidating
 External candidates should be provided with instructions and/or maps on the location
Starting the interview

 Introduces the candidate and the panel members.
 Use a business-like yet relaxing approach to set the candidate at ease and establish
rapport
 Explain the interview process, and the various phases to the interview
 Describe the job in detail, the organization/department and its missions, and explain the
organization’s expectations
Closing the interview

 Summarize what has taken place and the next steps
 Thank the candidate for taking the time to participate
Posting the interview

 Analyze and arrive at an individual decision on candidates’ scoring
 Assists panel to arrive at consensus of opinion on the suitability of candidates, including

awareness of any rating errors
 Complete reference checks
 Follow up quickly with all candidates interviewed
Hiring Manager, Customer Service Representative, and Head Union member
The responsibilities of Hiring Manager, Customer Service Representative, and Head

Union member include the common responsibilities and the following.
 Ensure the whole process is equal and beyond any discrimination
 Ensure the whole process comply with corresponding legislation
 If there are any existing problems such as violation of union member’s rights, put
forward the problems and assist the organization to work them out
Room set up
Use a space where all participators can have privacy, freedom from distractions, and
noiseless. Essential equipment such as desk, chairs, computer should be prepared well in the
interviewing room before formal panel interview. The physical set up should not be intimidating.
It is necessary to keep appropriate distance between the panel members and the candidate. Make
sure the candidate and interviewers can be seen from their seat and communicated smoothly
without any visible obstacles. Obligate the interviewing room and try to avoid any possible
interruption during the interview in advance.
Interview etiquette
The lead interviewer (HR Recruiting Manager) should begin by welcoming the applicant,
thanking them for attending, and introducing the other panel members. This is a particularly
important step since interviews can be stressful for some applicants. Establishing and
maintaining rapport with applicants contributes to the validity of the interview by reducing their
anxiety and allows them to feel comfortable and to give honest and candid responses.
Each panel should be seen as professional while interviewing the candidates and
encountering any emergent situation. Ask each question in turn without omitting or skipping any.
Take detailed notes, focusing on recording what the applicant says. Represent adequate respect
for candidates regardless of the cultural backgrounds, education and experiences. Make use of
essential body language, eye contact, and facial expressions to show interviewer’s concentration
but avoid any implicated gestures that may upset the candidates.
Allow the applicant to ask questions at the end of the interview and answer them to the
best of your ability. Tell the candidates when and how they should expect to hear from the result
and inform the candidates if their references will be contacted and/or the candidate will be called
to conduct a second interview. Make sure all candidates are informed of the decision when it has
been made.
Schedule the interviews with sufficient time for a brief break between interviews and to
allow for some interviews to run a little overtime. Arrange to hold all calls and prevent
interruptions during the interview. At the end, thank the applicant for coming.
TYPES OF INTERVIEW QUESTIONS
Interview questions are basically open-ended and closed-ended questions. While open-
ended questions allows for more answers from candidates that could be of use to the
organization, closed-ended questions limits the scope of responses from candidates which could
be of very little or no use to the organization. At Sodexo, we choose to use the most effective and
acceptable question, which is open-ended question. This open-ended question however
comprises of situational, behavioural, self-assessment and organizational related questions.
These questions would help generate necessary and desirable questions for each competency.
Moreover, these question types comprises of each competency applicable to our organization,
which ensures effectiveness. The questions are further described in details below.
Situational Questions
These types of questions are usually used by organizations like ours, whose belief is
based on the principle that people’s motives predict their future behaviour. Therefore this type of
questions enables Sodexo to know what each applicant has to contribute towards the company’s
growth in the nearest future. These questions are presented to applicants in theoretical situation
pattern relating to the required position. This pattern projects to applicants, situations they would
come across in the cause of the job and how such situations would be dealt with when
encountered.
Situational questions are generated from samples of actual job events and experts such as
supervisors and job officials. These samples help in generating valid theoretical questions for the
interview as well as clearly justifying performances of applicants’ assessments.
Example: Suppose you have an idea for a change in procedure to enhance quality, but some
members of your work are against any type of change.
 What would you do in this situation? Why?
 What factors would you consider?
 Who would you involve?
For more examples visit: http://www.psc-cfp.gc.ca/plcy-pltq/guides/structured-structuree/index-
eng.htm
Behavioural Questions
Sodexo uses these behavioural questions to generate responses from applicants relating to
their past experience in respect to the position being applied for. Behavioural questions are of
advantage to us as they are applicable to various positions and informing on applicants past
experiences which are necessary for the job. The applicants’ experiences all put together would
give us adequate knowledge about their past behaviour rather than their motives or how they
would like to react in the future.
Behavioural questions, just like situational questions are also developed using samples
from job events or experts involved in the field. These questions are highly effective in
forecasting applicants’ job performance, they are direct and easy to form based on adequate
criteria. During the process of behavioural interview questions, applicants are advised to be
truthful and if otherwise, their potential job could be at risk.
When asking behavioural questions, Sodexo takes into notice the actual facts of the
situation, job, difficulties or context; the actions taken by applicants in response to the situation;
and the realized results or the effect of the question. The answers could be delivered using the
STAR model, which refers to Situation, Task or Problem, Action, and Result.
Below are the examples of behavioural questions according to Structured Interviewing:

How to design and conduct structured interviews for an appointment process, by Public Service
Commission of Canada.
Examples
 Describe how you managed your work schedule the last time you had competing
deadlines to meet.
 What steps did you take to make certain that you would manage your time most
effectively?
 What was the result?
 What feedback did you receive?
For more examples visit: http://www.psc-cfp.gc.ca/plcy-pltq/guides/structured-structuree/index-
eng.htm
Self-assessment Questions
These set of questions allow us to seek for more information from applicants. Responses
from these questions are more than one word (a “yes” or “no” response is not valid), though not
too lengthy, but are not so complicated. These questions allow us to get a whole lot of
meaningful responses from applicants based on individual self-assessment.
Examples
 How will you judge yourself successful? How will you achieve success?
 Why do you want this job?
 What relevant work experience have you had?
 What were some things about your last job that you found most difficult to do?
For more examples view: Englishlink.com (n.d.). Job Interview Questions. [online] Retrieved
from: http://www.englishlink.com/en-us/free-english-tools/prepare-job-interview.aspx#Open
Organization Related Questions

These types of questions predetermine the focus your job applicant. Your information
should be clear and specific. This type of questions should be easy to answer once a candidate
has done some research on the organization/job. These questions may relate to specific technical
or soft skills.
Examples
 Why are you the best person for this job?
 What's the best part about working in this environment that I won't be able to see from
just a walk around the office?
 According to you, how does planning affect organizational success?
LEGAL INTERVIEW
Sodexo strongly believes in assessment on merit when it comes to hiring. In order to

achieve its goal, a well-structured interview that is legally compliant is applied. Moreover,
important things should be taken note of based on questions and those overlooked by the
interviewer. According to Canadian Human Rights Commission (CHRM) interview questions
are to be categorized in this manner of the table below (2007).
QUESTIONS’ DO NOT REQUEST REQUEST FOR NOTE

GROUND FOR
Reasons for name If need be to ask reasons of
Name change. name change it should be
Maiden name only after selection.
Address Addresses outside Applicant’s current

Canada. address.
Separate application Possibility of meeting up Title of the applicant can be
Sex forms from both gender with the attendance asked only during interview
and parental status. requirement. and after selection.
Eligibility to work based If there is need to know the
Age General details or proof on necessary Canadian age of the applicant for
of age. legislations regarding benefit and legitimate
age. purposes, it should be done
after selection.
Marital Status Applicant’s marital Challenges that could Information about spouse
status. involve if transfer or and children could be
Information of travel is part of the job requested for after selection
applicant’s spouse. necessity. based on the job nature.
Convenient time For emergency purposes a
Family Status Applicant’s family applicant would be able dependent’s contact could be
information. to work based on requested for after selection.
dependents.
Other grounds such as race and colour, military service, language, photograph, religion,
height and weight, national or ethnic origin, disability, medical information, pardoned convict,
sexual orientation and references are further discussed in Appendix E. Sodexo is however
following the standard and generally acceptable guide of Screening and Selecting Candidates by
CHRC as presented in Appendix E. For more information, view “A guide to screening and
selection in employment” (2007) at http://www.chrc-ccdp.ca/pdf/screen.pdf.
INTERVIEW PROTOCOL FOR PROJECT ADMINISTRATOR
Sodexo’s Interview Panel involves five representatives from different departments:

Human Resources Recruiting Manager, Hiring Manager, Team Lead Project Administrator,
Customer Service Representative and Head Union Member. All the representatives will evaluate
candidates based on different Competencies.
Preparation for the Interview

- Review application materials, including resumes and cover letters
- Identification of the suitable candidates after evaluating the resumes and cover letters apart
from other designed pre-interview rounds of screening
- Define responsibilities to each panel member
- Explain all the legal considerations to each panel member
- Prepare interview questions
- Plan the interview structure and decide which panel member will cover which competency
based questions
- Estimate the time needed to cover each section of the Interview
- Prepare the interview schedule including date, time and location of the interview
Opening the Interview

The HR Recruiting Manager will cover all of these responsibilities:
- Greeting the applicant; allow him/her a few moments to get settled in a seat
- Introduce the Selection Committee Members: names and positions
- Explain the interview’s purpose:
 To acquaint interviewers and applicant.
 To understand applicant’s skills, competencies and experience as it relates to the position.
 To help the applicant understand the position and organization.
- Notify that all applicants will be asked the same set of questions to ensure a fair and consistent
interview
- Tell the applicant that all information provided will be treated with confidentiality
- Inform that the interview will last approximately 30-35 minutes
- Indicate that panel members will be taking notes to make sure that all answers are accurately
captured
- Allow the applicant some time to ask any questions that he/she may have about the position and
the organization
During the interview

The Hiring Manager will go over the information supplied on the candidate’s resume, and
ask the candidate to tell about his/her previous job responsibilities or special projects and how it
interests/ relates to the applied position in Sodexo (5 minutes). When asking questions, panel
members should remember that candidates need some time to think and answer. Hence, it can be
mentioned that the candidate doesn’t have to be rushed and he/she can take time to answer them.
Further, each panel member will ask certain pre-prepared questions based on five
competencies (it is suggested that the panel members introduce each topic of discussion to the
candidates):
Head Union member – questions related to Teamwork (5 minutes);

Team Lead Project Administrator – questions related to Communication (5 minutes);
Customer Service Representative – questions related to Self-management (5 minutes);
HR Recruiting Manager – questions related to Interpersonal skills (5 minutes); and
Hiring Manager – questions related to Organization and Planning (5 minutes).
Refer to Appendix F for questions in the Evaluation Form and its rubric for an interviewer/
interviewee. Also, note respective competency definitions for selection of Project Administrator.
Closing the interview

- Ask the applicant whether he/she has any questions about the position or company that
you can answer
- Inform the applicant when and how he/she can expect to hear about the decision and
describe the next steps in the hiring process
- Thank the applicant for their participation in the interview and for their interest in the
position and in the company.
Our HR Recruiting Manager will cover all of these responsibilities.
After the Interview

The panel members will:
- Review their notes and evaluate candidates
- Identify the potential candidate after their reference check (BGV)
- Notify the selected applicant first by phone/ email and then follow up with a formal letter of
offer, which should be addressed personally
- Have other applicants informed via a phone call, email or formal letter of rejection.
IMPORTANCE OF NOTES TAKING
Capturing the information about observable behaviors and verbal responses during the
interview is crucial. Taking notes will help you remember details of the interview and will be the
basis for evaluating the applicant. Additionally, these notes should:
- Summarize the content and delivery of candidates’ answers
- Record the candidate’s grammar, body language, and other non-verbal factors
- Help interviewers focus on relevant information during the interview
- Be of sufficient quality and quantity to document the interviewer’s reasoning for each rating on
each competency
- Serve as documentation to support the employment decision. This documentation can be
reviewed as part of adversarial proceedings concerning alleged discrimination in the hiring
process (Interview guide, 2010).
In some cases writing notes during the interview could be distracting and upsetting to
a candidate. Interviewers may find it helpful to mention that they will be taking notes or
recording the candidate’s responses to questions at the beginning of the interview. Also inform
the candidate why you are taking notes, because they might view note taking as a sign of right
answers. You can notify the candidate that note taking is not about a right or wrong answer but it
help you to remember key points (conducting an effective interview). Note taking should be
done openly but make sure that candidate cannot see what is being recorded. This should help
reduce distrust and nervousness. While writing notes, you should maintain some eye contact.
How to take notes during the interview (Wroblewski, n/d):

 Leave space between questions for your notes.
 Split your note-taking areas into two sections: the first and bigger section to the
candidate's answers and the second, smaller section to your observations and
impressions.
 Keep a balance between note-taking and listening the candidate. Try to maintain an eye
contact.
 Note most important or revealing words or phrases.
 Create your own efficient note-taking system. You can use a combination of shorthand,
abbreviations and acronyms, but make sure you will be able to read this after the
interview.
Place any symbol next to an answer that you would like to clarify. Towards the end of the
interview, scan your notes for this symbol and ask the appropriate follow-up question.
DECISION OF APPOINTMENT AND RECORD-KEEPING
Sodexo, Canada adopts the non-compensatory multiple hurdle model of decision making
for the Project Administrator’s selection. This model takes a decision at every level eliminating
applicants at each stage if they are not able to reach the cut-off score required for that round.
Only qualified candidates are applicable to appear for the next round.
A point-based system is used to assess the performance of applicants at each stage in
order to proceed with a candidature. Hence, even the final round (BGV) gives an opportunity for
us to shortlist selected candidates based on the cut-off/ par score. However, for the given position
there may be multiple candidates surpassing the expected bar leading to a dilemma for the
management as well. We believe in Science-based hiring. Therefore our HR department
maintains an objective ‘Candidates Comparison Form’ (refer to Appendix G for the sample
template). It is recorded and documented by a chosen HR specialist after each stage of every
candidate’s process and later signed by him/her (the HR specialist) along with the Hiring and HR
Recruiting managers as well.
The ‘Candidates Comparison Form’ comprises of each candidate’s score for every
assessment instrument applicable. To have a fair consideration given to every round of
assessment, this score is prorated out of 10 and recorded in the form. Since each stage is
eliminatory, for a candidate to be rejected mid-way through, a score entry can be ‘not applicable’
(N/A). Hence the sum of score entries for such a candidate is also N/A. On the other hand, this
form records an applicable sum of score entries for all candidates that are shortlisted till the
Reference Check (BGV) stage. The candidate with the maximum total score should be offered
and appointed the position of Project Administrator at Sodexo, Canada. The form also has a
required provision to comment on the candidates’ performances (comparison) and our decision.
In case the offered candidate is not joining us, the candidate who gets the next highest total score
and is available for employment with us, is then considered and contacted by our team with the
offer.
FOLLOW-UP PROCEDURES WHILE UPDATING RECORDS
At every stage of screening for the position of Project Administrator, there will be
candidates rejected by us (any N/A cases - refer to Appendix G). These candidates need to be
formally informed of the decision taken. This is done with the HR Recruiting Manager choosing
a representative from his team to email each rejected candidate accordingly within 72 hours of
his/ her last screening level (refer to Appendix I for the sample template). The candidature
recorded is updated accordingly at each stage by the earlier chosen HR record-keeper that can be
useful as a future reference if applicable. If no decision has been taken on the candidate within
the stipulated timeline, a formal word of mouth accordingly goes to the respective candidate
from our HR department to keep his/ her candidature warm. We believe in keeping all candidates
informed since we take pride in our processes and we do not want to directly or indirectly
encourage any sort of negative publicity regarding the way we value applicants to our
organization.
After we make the decision of appointment for the position, the ‘Candidates Comparison
form’ is to be signed by the concerned authorities (refer to Appendix G) and the selected
candidate will be offered employment (refer to Appendix H for the sample template). Our HR
Recruiting Manager will be emailing the same to the candidate, requesting for a formal
acknowledgement of receipt and the candidate’s decision to join or not, within 72 hours. In
coming up with the offer, in order to maintain pay equity - Sodexo’s remuneration budget should
be kept in mind by the HR Recruiting Manager, possibly in consultation with only the Hiring
Manager. The expectations of the candidate, which was earlier obtained via the Job Application
form / Phone Interview, should also be referred to so as to later avoid reworking on the offer for
the next selected candidate from the generated pool (Sodexo does not believe in negotiating
offers of employment with the candidates, hence the input is taken from the candidates and the
managers, earlier itself). The candidate’s performance in all the tests and interviews plays a
major role in the managers deciding any variable component/s of the offer (the base pay and
indirect pay follow our defined band for the position). The employment contract to be later
signed by the candidate will have these details mentioned.
In case the candidate does not respond with any kind of acknowledgement even after 48
hours, one reminder phone call/ voice message - by a chosen representative from our HR team -
should be delivered to the candidate, to avoid any kind of communication gap from our end. If
the response from the candidate within the allocated 72 hours is an offer acceptance, then the HR
Manager/ one of our chosen senior HR executives contacts the candidate to freeze on the joining
date as soon as possible. In cases where the Hiring Manager requires the Project Administrator to
start working with his team right away and is insisting on the position to be filled up urgently,
there may not be much flexibility on the joining date. The candidate needs to formally confirm
the date with our HR representative/executive he’s in touch with, within another 72 hours of
accepting the offer by email (assuming that he/she needs to resign and also discuss with the
current organization and relatives/family). Failure to do so/ in case of an offer decline, our HR
department responsible for filling up the position of Project Administrator, formally informs the
candidate accordingly and starts getting information about the next selected candidate from the
pool generated earlier.
The candidate is then contacted in the same manner as foresaid and the process continues
until a candidate has frozen on a joining date as expected. At any point, if our HR Recruiting
Manager feels that the selected pool is not sufficient due to few offer declines, and then more
applications for the position are processed or sourced. From the time a selected candidate freezes
on the joining date till the day he/she actually reports to work in our organization, the chosen HR
representative contacts the candidate once every two weeks to follow up on the candidate’s
intention to be part of the organization as planned or in case of any relocation logistics help
required by the candidate. The candidate is also called to our premises once during this period, in
order to go through the employment contract in person and sign a hard copy of it for our HR
department (while a photo copy is also given to the candidate for reference/record). After the
candidate joins, a rejection letter is sent to the others from the selected pool in the form of an
email, thanking them as well (refer to Appendix I).
RECOMMENDATION AND CONCLUSION
Sodexo is a company involved in providing detailed and innovative services across a

broad range of businesses and industries, it works as a tactical partner with many of its clients.
Our full range of services bring clients an assimilated approach to providing food and nutrition,
facilities management and construction, branded retail solutions, and a deep commitment to
sustainability and corporate citizenship. In order to maintain these objectives, we had to carry out
effective selection process to have the actual candidate that best suits the position of project
management in the company as it measures up to the required standard.
The selection process began with seeking for talented candidates with necessary
competencies through job analysis of descriptions and specializations. Quality staffing model
was used in generating these competences through the knowledge, skills and abilities required by
the job.
These criteria allowed for a clear and objective assessment of the potential candidates as
it clearly specified the minimum must have and nice to have qualifications. Selection criteria
matrix was also incorporated in determining the necessary job description, clarifying the
essentials/ desirable necessities as well as indicating which criteria is person/organization or
person/job fit for the project administrator position. Selection instruments were chosen on the
basis of the job requirements determined post job analysis. We expended the non-compensatory
multiple hurdle decision-making model for the project administrator position.
During the selection process, the interview panel adopted one of the most popular types
of structured interview called Behavioural Description Interview. It assessed applicants typical
performance dimensions focusing on their past behaviour for the similar situation. The interview
questions are also open ended considering, situational, behavioural, self-assessment and
organizational related question. The responsibilities of each panel were also clearly identified
and stated along side the interview room set up and the interview etiquette. Sodexo is legally
compliant in the interview process, considering important things to take note of, like questions to
be asked and those to be discounted by the interviewer. A proper protocol was also developed to
guide the interview process. The importance of note taking, decision of appointment and record
keeping, follow –up procedures while updating records to the interview process were also stated.
In summarization, to make everyday a better day by use the appropriate selection plan and
interview design.
REFERENCES
A guide to screening and selection in employment. (2007). Retrieved from http://www.chrc-

ccdp.ca/pdf/screen.pdf
Baker, P. B. (2003). CiteSeerX — Southern Ontario Library Service Strategic Hiring: A Guide to
Staff Recruitment The Library Development Guide Series. Retrieved 3 10, 2013, from
CiteSeerX: http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.172.4355
Catano, V. M. (2005). Recruitment and selection in Canada (3rd ed.). Toronto: Thomson Nelson.
Conducting an effective interview (n.d.). Retrieved March 07, 2013, from
https://e.centennialcollege.ca/d2l/lms/content/viewer/main_frame.d2l?ou=85517&tId=123
5493
Employer interviewing tips (n.d.). Retrieved March 07, 2012 from
http://www.provisional.com/resources/interviews/4.htm
Englishlink.com (n.d.). Job Interview Questions. [online] Retrieved from:
http://www.englishlink.com/en-us/free-english-tools/prepare-job-interview.aspx#Open
Examples.yourdictionary.com (1996). Examples of Open-Ended and Closed-Ended Questions.
[online] Retrieved from: http://examples.yourdictionary.com/examples/examples-of-open-
ended-and-closed-ended-questions.
Human Rights Act. (2012). Published by the Minister of Justice at the following address:
http://laws-lois.justice.gc.ca
Interview guide (2010, July). Retrieved March 07, 2013, from
5556
Jackson, O. B. (2001). Developing and administering structured interviews. Retrieved March 06,
2013, from http://www.ok.gov/opm/documents/structured interview manual.pdf
Psc-cfp.gc.ca (2009). Structured Interviewing: How to design and conduct structured interviews
for an appointment process. [online] Retrieved from: http://www.psc-cfp.gc.ca/plcy-
pltq/guides/structured-structuree/index-eng.
Richardson, J. (2002). Untitled. [online] Retrieved from:
http://polaris.gseis.ucla.edu/jrichardson/dis220/openclosed.
Resumetarget.com (2010). ResumeTarget Reveals the Interview Skills You'll Need to Get That
Job | ResumeTarget. [online] Retrieved from:
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Romaniuk, M. (2013). Legislative Framework. Retrieved from
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Romaniuk, M. (2013). Staffing Organizations.
Sodexo. (n.d.). Retrieved from http://www.sodexo.ca
Schwind, H. et al. (2010). canadian human resources management. 9th ed. China: McGraw-Hill
Ryerson Higher Education; Canadian edition, pp.153.
Wroblewski, M. (n.d.). How to take notes during an employee interview. Retrieved March 06,
2013, from http://work.chron.com/notes-during-employee-interview-7076.html
Walia, P., Velasquez, L., Powell, S. (2011). Campbell company of Canada: Competency-Based
Selection Plan
APPENDICES
Appendix A
Resume & cover letter Evaluation form

(HR template)
Position _Project Administrator at Sodexo, Canada_
Name of the candidate
Name of the Resume reviewing HR specialist
Date of Resume review
Resume rating (Legend: 0 = Absent in
Criteria/KSAOs resume/ not meeting criterion; 1 = Present in
resume/ possibly meeting criterion)
1 to 2 years of experience working as a full-
time Program Coordinator/ Administrator
College/ University diploma/degree in a
relevant stream
Degree in Computer Science/ Business
Administration/ Project Management
Skilled in using MS Word
Skilled in using MS Excel
Skilled in using MS PowerPoint
Skilled in using MS Project
Skilled in using MS Visio
Knowledge of PMI methods
Knowledge of PMBOK
Skilled in Project/ Strategic Management
Written communication skills - Judged by
overall resume/ cover letter content and format
PMP Certification
Knowledge in procurement
Average stability of >=1 year in each company
Total Rating (Final Score)
Has the candidate qualified for next screening
level? [Y/ N] (Minimum score of 9 required)
Comments from the reviewer, if any
Dated Signature of the reviewing HR specialist
Appendix B
Phone Interview Sample Form
Position: Project Administrator Company: Sodexo, Canada

Applicant’s Full Name: ______________ _ __________________________________________
Date: _______________ Name of the HR Specialist interviewing: __________ ______ _______
Note: For each of the below questions to be asked to the candidate, one point is to be given for
an answer that is reliable, effectively communicated and applicable to Sodexo and the job):
- What interests you to apply to our team at Sodexo and change your organization?
- Which domains have you worked in earlier? How can you relate to Sodexo’s business?
- What were your recent roles and how do you see yourself in Sodexo in the near future?
- What is your expectation from Sodexo in terms of work, learning and compensation?
- Do you think you are being paid far from market standards and now expecting fairly?
- What do you know about Project Management? What relevant tools are you aware of?
- How many hours do you currently work in a day? Can you work on weekends if needed?
- What are your strengths and weaknesses at work? How do you apply your weaknesses?
- Is there a difference between a Project Manager and a Program Coordinator? What is it?
- What are your achievements in coordination? Talk about a relevant experience at School.
- Do you have any questions about Sodexo or the role applied for?
Total score: ___/ _11_ Selected for next screening? [Y/N] (Minimum score of 7 needed): ___
Comments, if any: _________________________________________
Interviewer’s Signature: _____________________________________

Appendix C
Sample Reference Check for Background Verification (BGV)
Applicant: _________________ Date: ______________ Conducted by: _______________
Questions (Note: Answers to be assessed on data reliability from previous rounds apart from
relevancy with the job description and Sodexo; 70% to be the cut-off for point-based answers):
1. (Candidate’s name) was employed with your company ( ) in the position of ______
from ______ to ______. Is this correct? (1 point)
2. Would you re-hire this person, if required? (1 point)
3. What was the reason that (candidate’s name) left your organization? (1 point)
4. Compared to the performance of others with similar responsibilities, how would you
evaluate (candidate’s) overall job performance based on a scale of 1 to 10 (10 being
high)? (1 point)
5. Describe how well (candidate’s name) worked collaboratively with other staff in a team
when completing a project, including (his/ her) leadership and team member tendencies.
(1 point)
6. How would you describe (candidate’s) ability to produce quality work and meet
production deadlines? How would you describe the candidate’s attendance? (1 point)
7. What are (candidate’s) strengths and significant failures in (his/ her) job activities? (1
point)
8. How would you describe (candidate’s) success in training, developing, and motivating
subordinates/ peers? (1 point)
9. Would you recommend (candidate’s name) for a hire with Sodexo? Why? (1 point)
10. Anything else important about (candidate’s name) we should know? (1 point)
Composite score: / 10
[Note: Only candidates who achieve >= 70%, that is, at least 7/10) will be considered further.]
Selection potential for employment with Sodexo: Yes No

(Please Tick on the Selected Option)
HR Recruiting Manager’s Signature with Date: __________________________________

Appendix D
Decision making model for Project Administrator selection
Resume and covering letter
(a candidate pool)
Yes No
Job application form qualified candidates
(more information and comparison)
Yes No
Phone interview qualified candidates
Yes No
MS application test qualified candidates
(MS skill test)
Yes No
Written examination qualified candidates
(case analysis) Eliminate

Yes No
Panel Interview qualified candidates
Yes No
Reference check (BGV) qualified candidates
Yes No
Decision making top candidates
Yes No
Employment best-fit candidates
Appendix E
Legal Interview Questions
QUESTIONS’ DO NOT REQUEST FOR REQUEST FOR NOTE

GROUND
Reasons for name change. If need be to ask reasons
Name Maiden name of name change it should
be only after selection.
Address Addresses outside Canada. Applicant’s current

address.
Separate application forms Possibility of meeting up Title of the applicant can
Sex from both gender and with the attendance be asked only during
parental status. requirement. interview and after
selection.
Eligibility to work based If there is need to know
Age General details or proof of on necessary Canadian the age of the applicant
age. legislations regarding age. for benefit and legitimate
purposes, it should be
done after selection.
Applicant’s marital status. Challenges that could Information about spouse
Marital Status Information of applicant’s involve if transfer or and children could be
spouse. travel is part of the job requested for after
necessity. selection based on the job
nature.
Convenient time applicant For emergency purposes a
Family Status Applicant’s family would be able to work dependent’s contact could
information. based on dependents. be requested for after
selection.
National or Applicant’s nationality or Permit to legally work in Documentation of legal
Ethnic Origin proof of citizenship Canada. work permit should be
requested for only after
selection.
Information based on
Military Another country’s military Canadian military service
Service service. regarding legal
employment preference
given to experts.
Applicants ability to Examining applicant’s
Language Native language or communicate effectively language proficiency is
information on language pertaining to language not permitted, only if
acquisition. requested for the job need arises based on job
Questions relating to
Race or Colour applicant’s race or colour.
Photograph of applicant Photograph can be
Photographs before interview. requested, for security
reasons after selection.
Applicant is available and Reasonable
Religion Applicant’s religion practice fine with the work shift of accommodation is
or way of life. the job. required of the employer
based on employee’s
religion and beliefs.
Inquiry is not necessary
Height and based on this theme, only
Weight for authentic working
requirements
Applicant’s disability of any Disability is only

Disability form. necessary to determine
job ability.
Medicals should be done
Medical Applicant’s medical or after selection due to the
Information psychological information. task involved in the job or
position.
Eligibility of applicant to Criminal records are not
Pardoned Applicant’s criminal records. fit for requiring show of encouraged, only if
Convict affection. needed due to the job’s
ethical standards.
Sexual Applicant's sexual orientation For emergencies, details
Orientation may be required after
selection
Restrictions of questions
applicable to applicants
regarding questions, is
References also applicable to
referrals involved.
QUESTIONS’ DO NOT REQUEST FOR REQUEST FOR NOTE
GROUND
Appendix F
Interview Questions Evaluation Form
Job Title: Project Administrator

Evaluator Name and Position: _________ _____________________________________
Date of Interview: ________________________________________________________
Interviewee's Name:
________________________________________________________________________
Interviewer Panel: _________________________________________________________
Instructions: This evaluation form is to regulate the candidate's qualifications for the position
listed above. In each section, space is provided to write comments. Use the scale provided to
record each applicants rating on each competency. This form is to be completed during or
following the interview.
Use this 5-point scale to rate the applicant referring to the definition and the behavioural
indicators.
RATING LEVEL DESCRIPTION

5 Excellent Marked strengths on 5 out of 5 dimensions (or behavioural
indicators) of the selection criterion.
4 Good Marked strengths on 4 out of 5 dimensions (or behavioural
indicators) of the selection criterion.
3 Average Half of strengths and half of limitations. Marked strengths on 3 out
of 5 dimensions.
2 Poor Some limitations across most of the dimensions of the criterion
definition questioned. Marked strengths on 2 out of 5 dimensions.
1 Unacceptable Strong limitations across most of the dimensions of the criterion
definition questioned. Marked strengths on 1 out of 5 dimensions.
Self-assessment and organizational oriented questions:

Use this section to record answers for each question.
Looking for:
-Has a
systematic Tell us about yourself and your work background. How do you think it relates
approach to to our current opening for project administrator?
work and life, What interested you in applying for the position?
on time for the
interview.
-Has clarity in
thought while
expressing
his/her views.
-Displays What do you know about Sodexo?
responsibility
for all his/her
actions and
decisions.
-Minimal
number of
discrepancies
between
answers and
resume.
-Knowledge of
the company Rating:
and job (Refer to definition and behavioural indicators) 1 2 3 4 5
description
Criterion assessed: Teamwork
Definition: Able to work well with others and collaborate cohesively. Working cooperatively and
predictively with others to achieve results. Be a motivating factor to co-workers.
Looking for:
- Ability to
collaborate and Describe the toughest challenge you ever faced in a team and
exhibit team spirit how you managed to work through it.
- Flexibility/
catering to team
goals and plan/
prioritize
- Being unbiased/
fair Supposing your Christmas break is nearing but you have a lot
- Belief that of data to be collated from different team members before the
professional holiday. Suddenly you get to know that two members, you
cohesiveness affects closely work with, need to take the week off – one for family
team performance needs and the other claiming sick leave. How will you re-plan/
positively handle this situation?
- Taking
responsibility for
team actions in case
of success, failure
Rating:
1 2 3 4 5
(Refer to definition and behavioural indicators)
Criterion assessed: Communication
Definition: An act or instance of transmitting or conveying information verbally or written.

Exchanged between individuals through a common system of language, symbols, signs, or
behaviour.
Looking for:
-Ability to
effectively encode Give us an example of a scenario where you had to give an urgent solution
and decode to your supervisor based on a particular situation in your organization.
messages What was the significance of your response?
-Ability to develop
and provide
effective feedback
-Ability to indicate
the right channel to
use in
communicating at Imagine this is a big deal for your company! You have been chosen to
each specific point prepare a presentation on behalf of your company for a proposed meeting
-Urgency and with a major competitor in order to work together in rendering services to a
efficiency in multinational organization.
response to situation How would you effectively present it to the board?
-Ability to clearly
consider factors
before coming up
with a solution for
the means of
communication
Rating:
1 2 3 4 5
Criterion assessed: Self-management
Definition: Ensure the decision-making is right and any judgements or actions are accurately
processed, knowing and managing one’s self-motivation, direction, and detail-orientation.
Looking for:
-Demonstrates
strength when Describe a situation when advising or recommending a course
handling client of action where the customer did not follow or did not accept.
interactions What happened -- what did you learn? How did you orient
-Capable of detail in your work?
managing self-
motivation within
different situations
-Knows his/her
directions and
continuously
works toward What would you do to get self-motivated when dealing with
them negative criticism from management?
-Focuses on
details during
his/her own work
-Be dependable in
demanding/time
constraining
circumstances Rating:
1 2 3 4 5
Criterion assessed: Interpersonal
Definition: Positive interaction with other clients, vendors, and fellow employees. Keep an open
mind to establish professional relations and value diversity. The employee's ability to get along
with others while getting the job done.

Looking for:
-Demonstrates
professionalism Tell us about a time when you had to address an upset, angry
-Rational in customer? What was the problem and what was the outcome?
decision making
-Take ownership
to openly
coordinate with
customers
-To project a What would you do if you had to stick by a decision you made
positive attitude even though it made you unpopular? Why?
and look for What factors would you consider?
solutions to
Who would you involve?
problems
-Know who, what
and why of a
particular content
Rating:
1 2 3 4 5
Criterion assessed: Organization and Planning
Definition: Accurately estimates length and level of difficulty of tasks and projects, setting goals
and objectives and completing the work plans.
Use this section to record the evidence gathered against each
Looking for: question.
-Anticipates
obstacles and has Using a specific example of a project you have worked on, how
contingency plans did you keep those involved informed of your progress?
-Demonstrates
judgment and
flexibility to adjust
strategies
-Develops,
maintains and
oversees multiple What would you do if the priorities on a major project you were
plans that impact working on were suddenly changed?
the direction of
working groups or
teams, aligns
necessary
resources in order
to ensure
completion of
plans
-Manages multiple
priorities and
establishes
timeframes and
resources that are
reasonable and
attainable
-Divides projects
into manageable
tasks with set
deadlines in order Rating:
to keep projects (Refer to definition and behavioural indicators) 1 2 3 4 5
moving forward
Is there anything else you would like us to know about you?
Do you have any questions about the position or organization?

Calculation of composite score: /30
Please note that only candidates who achieve 70% (21/30) of total score will be considered
further.
Recommendation: Based upon assessment of the applicant’s above-mentioned competencies

and qualification, do you think the person should be further considered for this position?
Yes: _______ No: ________
Interviewer’s Signature: __________________________________

Running head: SELECTION PLAN AND INTERVIEW DESIGN FOR PROJECT ADMINISTRATOR POSITION AT 54
SODEXO.
Appendix G
Candidates Comparison Form

Respective Assessment Instrument score - prorated out of 10
(only, if applicable - since each stage is eliminatory; else ‘N/A’)
Screening Post-
Pre-interview rounds of screening via the in- interview
person screening Sum of all Assessment
meeting Instrument prorated
Candidate’s Full Name scores
Reference Check
MS Applications
Job Application
Panel Interview
Resume/ Cover
(only applicable if each
Examination
Phone HR
Interview
stage cut-off is reached/
Average
Written
(BGV)
Letter
Form
surpassed; else mention
test
‘N/A’)
1. _________________________
2. _________________________
3. _________________________
4. _________________________
5. _________________________
Appointment Decision with brief

summary of the candidate
performance comparisons
Authorized Dated Signatures
x_________________________
Record-keeping HR Specialist Date _________________
[ Full Name: ]
x_________________________
HR Recruiting Manager Date _________________
[ Full Name: ]
x_________________________
Hiring Manager Date _________________
[ Full Name: ]
Calculation of Panel Interview Average (independently done by chosen HR Record-keeper, a Specialist; 70% is the cut-off kept):
Interviewee  Candidate1 Candidate2 Candidate3 Candidate4 Candidate5

Interviewer Individual Interview composite score (out of 30)
HR Recruiting
Manager
Hiring Manager
Lead Project
Administrator
Customer Service
Representative
Head Union
Member
Total (combined
panel) score (/150)
Average score (/30)
Final Prorated
Panel Average
score out of 10
Selected for next
screening? [Y/N]
Calculation of Prorated Pre/Post-interview rounds of screening scores (independently done by the chosen HR Record-keeper):
Candidate Name  Candidate1 Candidate2 Candidate3 Candidate4 Candidate5

Selection tool
Evaluation score (/15)
Resume/ Cover Prorated score (/10)
Letter Selected for next screening
(>=60%)? [Y/N]
Job Application Prorated score (/10)
Form Selected for next screening
(>=80%)? [Y/N]
Phone (HR) Prorated score (/10)
Interview Selected for next screening
(>60%)? [Y/N]
MS Applications Prorated score (/10)
test Selected for next screening
(>=70%)? [Y/N]
Written Prorated score (/10)
Examination Selected for next screening
(>=60%)? [Y/N]
Evaluation score (initially
Reference Check itself computed out of 10)
(BGV) Selected for next screening
(>=70%)? [Y/N]
Running head: SELECTION PLAN AND INTERVIEW DESIGN FOR PROJECT 58
ADMINISTRATOR POSITION AT SODEXO.
Appendix H
Offer letter
Sodexo Canada
Mississauga ON. CA. L5N 6L4
Phone: 123-456-8910
<Month-Date-Year>
Dear <Selected candidate’s name >,
It’s our pleasure to offer you the full-time position of Project Administrator in Sodexo Canada.
The appointment start date is expected on <Month> <Day> <Year>.
Your starting base salary will be $<Amount>. Enclosed are copies of the job description for the
position and Sodexo’s Employee Handbook, which outlines the terms of this employment offer
in more detail, including policy on vacation, leave, benefits and payment of all your wages.
Your work will be reporting directly to the Team Lead Project Administrator, <Name>. Your
regular hours of work will be <Number> per week. Your job will be basically responsible for all
administrative aspects of project management. In accordance with the policy of Sodexo Board,
your appointment will be of a probationary status for a three-month period from your date of
commencement.
Kindly confirm your willingness to join our organization with an email acceptance of this
employment offer at your earliest convenience within 72 hours. Please do not hesitate to contact
us if you have any questions.
Welcome to our team. We look forward to having you work with us to accomplish Sodexo’s
mission and goals.
Sincerely,
____________________________
(Name of HR Recruiting Manager),
Human Resources Recruiting Manager

Appendix I
Rejection letter
Sodexo Canada
Mississauga ON. CA. L5N 6L4
Phone: 123-456-8910
<Month-Date-Year>
Dear <Rejected candidate’s name>,
We appreciate your interest in our organization Sodexo Canada, for the position of Project
Administrator. We are regretful to inform you that we will not be able to consider your
candidature at this point in time. You are encouraged to apply for posted and advertised positions
in our company, for which you qualify, in the future.
We wish you every personal and professional success with your job search in the future. Thank
you again, for your interest in our company.
Sincerely,
Human Resources Department
Appendix J
Project Administrator
Location: Mississauga ON CA L5N 6L4
Job Type: Full Time
Career Level: Experienced (Non-Manager)
Education: Certification
Category: Business/Strategic Management, Manufacturing/Production/Operations, Project/Program

Management
Application Deadline: March 11, 2013
Project Administrator
Mississauga, Ontario
About Sodexo “Make Every Day A Better Day”
Your Contribution:
Sodexo Canada has the position you are looking for. Our Corporate Division is seeking a dynamic
individual to fill the role of Project Administrator.
If you aspire to a job where your initiative and creativity will be highlighted every day, where your
management skills will be recognized and if that's what motivates you, we have the position you are
searching for. Sodexo is the world’s leading provider of food and facilities management services with
12.5 billion dollars (Euro) in sales globally. Every day, more than 380,000 Sodexo employees in 80
countries work to improve the quality of daily life for clients and customers in the communities we serve.
Accountabilities:
As a Project Administrator at one of our accounts, you will be responsible for all administrative aspects
of project management. Your responsibilities will include but are not limited to:
 Coordinating work of the various teams and project managers

 Managing the monthly project calendar and schedule
 Preparing project presentations when needed
 Acting as the primary point of contact for Project managers and the team members
 Collating data for Project managers
 Coordinating the logistics for project deliveries
 Ensuring timely completion of project deadlines
 Ensuring all Change Requests (CRs) are properly documented
 Creating monthly project progress reports
Qualifications: Selection criteria
 1 to 2 years of experience in a similar role within a professional environment

 A University or college degree in a relevant discipline. Preference will be given to
candidates with a Computer Science or Business Administration degree and Graduate
Studies in Project Management
 High level of computer competency in Microsoft Office Products (MS Word, Excel,
Powerpoint, Project, Visio)
 Must be familiar with PMI methods and PMBOK
 Excellent project management skills
 Ability to interact with clients, vendors, coworkers and employees
 Effective oral and written communication skills
 Effective planning, organizing, and time management skills
 Exceptionally self-motivated, directed, and detail-oriented
Nice to have:
 PMP Certification will be an asset

 Familiarity with procurement will be an asset
 Evening/weekend availability will be an asset
Our Value Behaviours: CORE COMPETENCIES
 Serving Clients and Customers

 Drive and Dependability
 Building a Diverse Team
 Interpersonal Relations
 Managing Employee Performance and Development
 Managing Quality Operations
 Providing Quality Food and Facilities Services
Our Advantages
*A wide array of interesting jobs *Nationwide locations *Tremendous growth possibilities *Continuous
learning opportunities *Incentive Plans *Rewards & Recognition *Employee Benefits *Flexible Time
*Discounts *Committed to People Development *Promoting Individual and Collective Achievements
*Diversity and Inclusion *Corporate Citizenship *Hunger Fighting Initiatives *Environmentally
Conscious………… To find out more, come visit us at: www.sodexo.ca
We are committed to equity in employment. We use the masculine in order to lighten the text.
Qualified candidates are asked to send their resumes in Word format to the address provided by the
instructor by March 11, 2013

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Running head: SELECTION PLAN AND INTERVIEW DESIGN FOR PROJECT 1

ADMINISTRATOR POSITION AT SODEXO.

Term Assignment Final Outcome

Submitted for Staffing Organization HRPD 704 – 101

Tuesday April 2, 2013

Specific Panel Member Responsibilities…….………….………………………..…………….24

Appendix A Resume/ Cover letter Evaluation Form……..………………………..…………….40

Appendix D Flowchart for Decision Making ……..………………………………..…………...43

Appendix E Legal Interview Questions ……..………………………………..…………………44

Appendix F Interview Questions Evaluation Form ……..………………..……………………..45

Appendix G Candidates’ Comparison Forms ……..………………….…………..……………..54

Appendix H Sample Offer Letter ……..………………….………………………..….................58

Appendix I Sample Rejection Letter ……..………………….………………..…………….......59

Appendix J Job description ……..………………….………………………..……..……………60

Structured Behaviour Description Panel interviewing technique is proposed in an

COMPANY OVERVIEW- SODEXO INC.

Business & Industry

Business Strategy & Company’s Structure

Culture & People’s Strategy

SODEXO’S LEGAL ENVIRONMENT AND LEGISLATION IN EMPLOYEE

PURPOSE AND IMPORTANCE OF SELECTION

ESTABLISHING A LEGALLY DEFENSIBLE AND VALID SELECTION PROCESS

TYPES OF SELECTION CRITERIA

Must Have Criteria

Nice to Have Criteria

“SUCCESS FACTORS” FOR PROJECT ADMINISTRATOR’S SELECTION AT

Essential/ Minimum Requirements (“Must haves”)

 Project/ Strategic management expertise; Planning, organizing, managing time

Preferred/ Desirable Requirements (“Nice to haves”):

QUALITY STAFFING MODEL

SELECTION CRITERIA MATRIX

Criteria/KSAO Person/Organization Person/Job Essential Desirable

Drive and working

Resume and Cover letter

Job Application Form

Reference Check - Background Verification (BGV)

Skill of detail- Yes Yes Yes

INTERVIEW MANUAL: OVERVIEW

Behavioural description interview offers several benefits, including:

Common Responsibilities among Panel Members

 Arrive at consensus of opinion on the suitability of candidates, including awareness of

Specific Panel Member Responsibilities

Planning the setting

Starting the interview

Closing the interview

Posting the interview

 Assists panel to arrive at consensus of opinion on the suitability of candidates, including

Hiring Manager, Customer Service Representative, and Head Union member

The responsibilities of Hiring Manager, Customer Service Representative, and Head

TYPES OF INTERVIEW QUESTIONS

Below are the examples of behavioural questions according to Structured Interviewing:

Organization Related Questions

Sodexo strongly believes in assessment on merit when it comes to hiring. In order to

QUESTIONS’ DO NOT REQUEST REQUEST FOR NOTE

Address Addresses outside Applicant’s current

INTERVIEW PROTOCOL FOR PROJECT ADMINISTRATOR

Sodexo’s Interview Panel involves five representatives from different departments:

Preparation for the Interview

Opening the Interview

During the interview

Head Union member – questions related to Teamwork (5 minutes);

Closing the interview

Applicant: _ Date: Conducted by: _

Yes: _ No: __