Paymaster

Selection Panel Project

BUSM 2115
Professor Noel Genoway

Alex Edelshtein 100223799

Flamur Haxhiavdija 100299060
Jasanpreet Dhaliwal 100280621
Raymond Li 100296855
Table of Contents

Table of Contents 1

Job Posting 2

Internal Memorandum 4

Competencies 5

Breakdown of Competencies 6

Selection Strategy 7

Evaluation criteria 11

Situational/Behavioral Questions 13

Agenda for the Selection Panel 16

Appendix 17

Bibliography 22

Job Posting
Paymaster - Full Time

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Apply your attention to detail – and your passion for numbers – as Payroll Manager, where your
organization and service strengths will support our internal payroll.

Hotel Overview: Fairmont Château Laurier is the iconic hotel of Ottawa - Canada’s capital city. Built in
the age of grandeur, Ottawa’s very own castle is a magnificent limestone edifice with turrets and masonry
reminiscent of a French château. A symbol of timeless elegance, the hotel combines a distinctive blend of
historic charm and modern efficiencies.

Summary of Responsibilities
Reporting to the Assistant Director of Finance, responsibilities and essential job functions include but are
not limited to the following:

● To ensure the smooth daily operations of the Payroll function.

● To make sure that all payroll reports that are to be submitted to H.R. office, government agencies
(Federal and Provincial) are done.
● To be accountable for the gratuities allocations for the Bell person’s, Room Service Servers,
Banquets Servers and Bartenders in accordance with Night Audit revenue reports.
● To be responsible for vacation entitlements and accrual are in accordance of the union agreement
and to the company vacation policy.
● To prepare Payroll journal for the month-end processing to be submitted to the Assistant
Comptroller in the first day of the month.
● Familiarize with Hotel operating systems and software including ADP TIMESAVER, and
EXCEL.
● To assist doing daily payroll editing in case of vacation/holiday
● To prepare gratuities allocation for Banquets, Guest Services and Room Service.
● To be responsible to payroll system is running effective and efficient. Backing-up relevant
information for historical and current reporting.
● To respond to government inquiry like Employment Insurance, City Housing, Revenue Canada.
● To ensure that all garnishment are deducted and to be submitted in timely manner.
● To make certain that all employee payroll advances are deducted and to be reconciled
accordingly.
● To account and to make payments of all deductions (Charity, Credit union, Pensions) are paid on
time.
● To respond and provide all requested reports by Administration are done properly and promptly
like Vacation outstanding.
● To ensure the payroll data are done on time and to be submitted to Ceridian Canada for payroll
processing.
● To reconcile advances, all hours as per Ceridian Payroll register as to Timesaver hours total.
● To ensure proper processing of all HRIS information and to incorporate these data to the payroll.
● To perform other duties as assigned by the Assistant Comptroller.
● To ensure that employee report in timely manner.
● To build employee morale in the payroll area and provide assistance in training.
● To maintain a safe working environment.
● Stay informed of Payroll laws, Collective Agreement and all other Payroll related matters.

Qualifications

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 ● Accounting/ Payroll designation or enrolment.
● Previous Hotel payroll experience at supervisory level.
● Excellent written and verbal skills.
● Ability to self-motivate.
● Leadership skills required.
● Proficient with WORD, EXCEL required
● Previous experience with ADP and Ceridian a strong asset
● Bilingual an asset

Physical Aspects of Position ( include but are not limited to)

● Frequent sitting throughout shift

● Occasional lifting and carrying up to 20 lbs
● Occasional kneeling, pushing, pulling, lifting

Internal Memorandum
Date: February 15, 2019
To: Noel Genoway
CC:
From: Director of HR
Subject: Internal Memorandum for Paymaster. Job number CLH01325

Dear Noel,
We are inquiring today to inform you of the need to hire a full-time Paymaster at the Fairmont
Château Laurier in Ottawa, Ontario. Due to the resignation of the now former paymaster, there is a
vacancy for this position. We are in the planning stages of replacing this critical position.
We are looking to hire an individual with a strong sense of responsibility and notable accounting
skills due to the high demands of the paymaster position. The paymaster plans and implements crucial
projects and budgets and monitors revenues and expenses. The position will be filled by an individual
who is efficient in their work and will be fully committed to their job.

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 Applicants will be assessed by the knowledge, experience and skills as demonstrated within their
submitted documents. Further assessment will be conducted through an interview process. Hiring of this
position will allow the hotel to increase revenues and lower costs by managing the flow of cash and
overviewing payroll. Thank you for your consideration and we await your response.
Sincerely,
Human Resources Team.

Competencies
The competencies that the person must have in order to complete the job effectively and efficiently are
the following:

Skill and or Summary of actual competencies from the Job Description

Knowledge

40% Accounting ● Carry out payroll operations

Knowledge ● Prepare payroll journals
● Stay informed on payroll laws
● Payroll advances and reconciliation
● Establish a clear target for future finance

30% Due Diligence ● Carry out employee report in a timely manner

● Submit payroll data on time
● Reports are done properly and promptly
● Truthfully and fairly allocate gratuities

20% Interpersonal ● Maintain a safe working environment

skills ● Building employee morale
● Ability to work in a team co-opertively

10% Software ● Ability to use ADP timesaver

knowledge ● Ability to use excel

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Breakdown of Competencies
Our 40% competencies - Accounting Knowledge
The most important competency, taking 40% of the competency breakdown, is accounting knowledge. To
ensure payroll is conducted correctly, knowledge in the field is the most necessary competency. A payroll
error could be severely detrimental to all employees. Ultimately, the reason people need to work is to
generate a source of income to be able to live. If the person in charge of payroll is incompetent and ill-
informed in terms of accounting knowledge, the outcome could not only affect the individual's position in
the company, but also negatively affect the other employees’ livelihood.

Our 30% competencies - Due Diligence

30% of the required competencies is regarding due diligence. Not only is being able to conduct payroll
important, but also being able to complete necessary payroll duties on time is critical to ensure employees
are paid on time. After the payroll information is recorded and formulated in the appropriate journal the
information must be sent out to Ceridian Canada; if the journals are not sent out in time people don’t get
paid. Being able to conduct necessary tasks properly and efficiently is essential to being able to ensure the
final result of employees receiving income. If tasks are performed slowly and carelessly it would create a
domino effect which would result in employees not being paid on time or potentially being paid the
wrong amount.

Our 20% competencies - Interpersonal Skills

The majority of the job will be working, if not directly with other employees, but working around fellow
colleagues. This aspect of the job is 20% of the necessary competencies. Being able to work alongside
peers will ensure a safe work environment with minimal conflict. Maintaining a professional work
environment is critical to making sure tasks and projects are conducted diligently with minimal
distractions. If all colleagues are able to work together with minimal personal conflict, this will establish a
safe, effective and efficient work environment.

Our 10% competencies - Software Knowledge

Another aspect of the job is being able to utilize the proper software to be able to carry out payroll. This
portion is important to the position of paymaster as all other aspects of the job, but is the least important
competency regarding 10% of the required competencies. Having basic knowledge of how to utilize the
software required for payroll duties will be helpful in terms of completing tasks efficiently. Without the

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knowledge of the software the tasks would be able to be carried out, but not effectively nor in a timely
manner.

Selection Strategy
Key Selection Criteria The selection strategy we will employ in screening our candidates will consist of:
External Selection: External recruiting will focus on bringing in a qualified payroll specialist who can
function at supervisory level. This helps the company grow in diversity, knowledge from outside. In
addition, avoiding disorientation in the finance department due to internal competition.
● Social networking events, such as, job fairs.
● Posting on online boards, such as, social media and job sites are efficient.
● Referral programs, giving incentives to employees for referring.
● Corporate site, posting on Fairmont Laurier website works like online boards.

Resumes: Phase 1: Keyword Search

We will use ATS (Applicant Tracking systems) to hold and track all applicants. When we receive the
resumes and applications, they will be placed into a database where we will search for specific keywords
that meet the requirements of our top four competencies. The closer the matches from words written in
their professional experience and education background, competencies, knowledge, skills, and attitudes,
the better. We prefer no grammar or spelling mistakes. The top 25 applicants ranking in order from
descending ATS percentages, that corresponds to our requirements will be advanced into our next phase,
while the rest are rejected. The resume will be processed by our lead recruiter from HR department, by
our executive colleagues and employees will be put into a separate database to be reviewed by their
qualifications at the next phase. Phase 1 is used to cut down on the overwhelming number of applications
into a decent amount of applications for HR to review. Lastly, we advise HR department to stay free from
discrimination as much as possible when considering applications like their, nationalities, age, gender,
creed etc.

Phase 2: Review of Qualifications

The Human Resource Department will review applications and resumes that were chosen from both
keyword search and the referred applicants. We will keep the resume review of qualifications as efficient
as possible by examining their work history first. In the work history, we will identify their experience by
ensuring they have prior payroll finance related experiences. On the other hand, we will look for
supervisory level experience from their previous job environments. We will scale down the applicants
who meets these qualifications; they will be closely inspected further and be considered for the next step
of the hiring process. The resumes will then be looked at to see if they match the job qualifications and
specifications, such as, education, critical financial knowledge, payroll, etc. The top 10 applicants will be
selected and reviewed by management. The rest will be put on waitlist as an alternative selection.

Phase 3: Review by Management

Management will review the top 10 candidates with the most qualifications and reduce it to the top 5
candidates through a more thorough investigation on their work experiences, backgrounds and

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competencies. Therefore, trying to make sure candidate has good fit into the hotel industries, and the
finance department.

Reference Checking: (What are you checking for and why?)

● Job requirement will be checked by the Human Resource Department

● Searching for honesty and competence
● Getting permission from candidate to contact their former employers or other references will
allow us to ensure this candidate is the right fit for our company, and is speaking the truth
● Contact with up to two references recorded and noted to be used in the selection phases.
● Background check for criminal records is very important as candidate is handling with company’s
money
● Possible check with education institutes to ensure honesty

Initial Interview:
The first interview will be one on one interview spending 30-45 minutes with the HR Manager. This stage
is very efficient to the company as it helps gauge the communication skills, reliability of the candidates.
This is the first time the HR Manager will get their first impression of the candidates. Overall,
management positions for Fairmont are very important, therefore, personal interviews should be used
mostly and refrain from any video, phone, or casual interviews because it is a very serious position.
Candidates who pass the first interview will be moving on to the next big interview, panel interview
Panel Interview:
All candidates will be screened further by several members who are of higher position. The five members
of the panel interview are the following: General Manager, Human Resource Manager, HR Recruiter,
Account Manager, Director of Finance. The panel from Fairmont Laurier consists of 5 qualified
managers to interview each candidate. The hiring manager will choose the rest of the panel. The questions
will consist of behavioural and situational questions to test the candidate’s situational, actions, and results
with experiences and futuristic scenarios related to Paymaster role. Each interviewer from the panel
assesses the candidates one by one, along with the panels and individually assigns a rating of 1-10 for the
candidates interviewed.
● Questions regarding organizational skills, accounting knowledge, ability to adapt to new or
foreign situations and previous experience.
● Questions will be asked in regards to financial and accounting knowledge, organizational skills
and certain procedures.
● Situational/behavioural questions will be asked to test the applicant’s experience and their ability
to think quickly.
Reasons we use panel interview:
● Objectivity and equal opportunity, interview panelists increases objectivity since consensus on a
final evaluation must be reached
● Reliability and validity candidates responses are more likely to predict their job performances.
The interviewers record and evaluate answers to minimize individual rater biases according to
rating scales
● Five manager’s opinions/perspective to ensure Paymaster will fit in the company as a whole not
only the Finance department.

Testing:

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 The future of Paymaster would be responsible to manage and direct all financial functions.
Therefore, the candidate would be required to conduct several tests to determine how well they manage a
team, their ability to handle stress and their level of financial abilities.

Stress Testing: Psychology assessment (appendix 1), determines how individuals react under pressure.
Comparing potential candidate’s scores against a given job requirements to see if there’s a match.
Paymaster is a management position which is very pressuring as it deals with the company’s payroll
staffs and the company’s financial health. In addition, Paymasters require accurate and strong hard skills
and soft skills which will require the fittest candidate to run the payroll accounting team.

Personality: Myers-Briggs Type Indicator test will reveal more about the candidate’s top five personality
dimension. This will help us to see the candidate’s mental and physical abilities (appendix 2) like
interpersonal skills, which are important in determining their job performance. The result will reveal will
the Paymaster be a competent manager to lead a team in the workforce.

Work Sampling: Scenario testing with practise payrolls (appendix 3) will be given to candidates with a
working simulation of the business task which is done through computer excel software. The answers will
be monitored by the test administrator, who will be scoring candidates and recording the approach used.
Then, the test is reviewed by determining the relationship between the applicants' scores on the work
samples and their performance on the simulation. This will help determine the candidates’ knowledge and
their efficiency with payrolls.

Achievement Test: Aptitude test that focuses on financial/managerial accounting, and payroll accounting
test will be used. They are like job knowledge exams which measures a candidate’s technical or
theoretical expertise in the particular field. The candidate will be given an exam where they will be asked
about accounting principles at management level (appendix 4). This measures the candidate’s score of
their finance knowledge. As a result, this is necessary to see Paymaster’s skill level which is required to
manage payroll finances.

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 Evaluation Criteria for the Situational/Behavioral Questions:
Competencies Excellent Very Good Average Below Avg. Poor
10-9 8-7 6-5 4-3 2-1

Situation Critical thinker Excels at Good understanding Satisfactory Minimal Does not
Result oriented understanding the of the issue and how understanding of understanding of understand how to
Goal-oriented problem and to solve it. what the problem is the issue at hand determine a
Decisive immediately Approaches the and how to solve it. and has troubles problem and
Hard working envisioning a situation in a couple Approaches the finding a solution. therefore has
Approachable solution. Approaches different ways. situation potentially Has troubles troubles finding a
Communicative the situation in Understands being able to adapt adapting to solution. Cannot
Unbiased various different different to the scenario. different scenarios. adapt to different
Conscientious way. Takes various perspectives might See’s the situation Approaches the situations.
Competent perspectives into have to be taken to with a stagnant situation with a Approaches the
account without find a solution. perspective. single perspective situation with a
letting bias cloud and lets bias predetermined
judgement. sometimes affect mindset and
the outcome. always lets
personal bias get in
the way of finding
a suitable solution

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Action Leadership Exceptional in the Strong ability in Able to complete a Has troubles Often does not
Hard working procedure and completing most task with a completing a task complete a task
Diligent completion of all tasks. Keen on satisfactory that meets required when started. Has
Competent tasks. Actively seeks solving problems as outcome. Does not criteria. Struggles to issues with
Takes initiative out solutions to they arise and actively seek out stay focused on task determining the
Teamworking problems that arise somewhat focused solutions to known and easily strays proper solution to
Communicative and could potentially on future potential problems but can if away from what’s a problem. Afraid
Goal-oriented arise in the future. issues. Takes need be. Completes being worked on. to take initiative or
Unbiased Takes initiative and initiative to the required task Does not take on a take on a
Considerate takes upon a complete a task and with instruction. leadership role. leadership role.
leadership role can take on a Rarely takes on a Struggles working Creates
within team work. leadership role when leadership role. Not within a team unnecessary
Excels at asked. Has no issues opposed to working environment. Does conflict when
communicating when with communicating in a team but also not set clear goals. working in a team.
working with with colleagues to not overly keen. Goal setting is a
colleagues. Has clear complete a task foreign concept.
goals and plans how within a team.
to meet said goals.

Results Critical Exceptional ability to More than Displays the ability Struggles to Does not
Goal oriented understand the satisfactory at being to understand the understand how the understand nor
Conscientious process that took able to recognize the process and result of end result was care how the end
Forward thinking place to find a more process took to the end product. achieved. Does not result was
Dynamic than suitable achieve the end goal. Does not actively display clear achieved. Cannot
Understandable solution. Able to Able to analyze the seek out ways to understanding of analyze nor seek
Decisive recognize what can finished product and improve in the end how to improve out issues within
Determined be improved in the determine what can result but shows similar tasks in the the end result.
Aspiring end product and be done in the future understanding of future. Somewhat Displays clear
Proficient immediately starts to be more efficient. what needs to be satisfied with the negligent attitudes
thinking on the next done the next time end result towards the
goal. Always looking around. regardless of outcome of a task.
to improve the quality. Always satisfied
process and end with the end result
result. regardless of how
it was achieved.

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Behavioural Questions:
1) Tell me about a time when you made a mistake on the job? What were the steps you took to
correct the mistakes? What was the outcome and was there any monetary loss?

Answer: A mistake I had made on the job when I first started at my previous work included the failure to
ask for clarification for data entry. I spent hours entering data into the incorrect slots before I realized
what I was doing was incorrect and extremely time-consuming. I remained calm and immediately went to
my supervisor for clarification of the tasks in order to fix my mistakes. I managed to fix my mistakes with
minimal time lost and no serious problems came from this mistake.

ST: When identifying a mistake the candidate should remain calm and immediately ask for clarification
of their task from a superior. This example shows that the candidate is willing to ask for help when they
make a mistake and they are willing to work extra hard to mitigate the damage.
A: Asked their supervisor for clarification and put in extra effort to minimize the amount of overtime they
would have had to work. This exemplifies accountability and responsibility by the candidate.
R: The candidate corrected the mistakes made when entering data and prevented any further mistakes and
possible monetary loss. The candidate’s mistake is taken as a learning opportunity and it reinforces the
idea of having a complete understanding of tasks in order to reduce the chances of mistakes.

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2)Tell us about a time when you handled multiple projects/tasks and how you met the deadline?
How did you balance the workload? Did you manage to properly complete your assigned
tasks/project?

Answer: In order to meet complete multiple projects/tasks I prioritized the more complicated and
important projects first and completed the less urgent projects quickly after. I completed the projects by
properly allocating time to each project and staying focused. Doing this allowed me to put in full effort
and properly detail the urgent and complicated projects. When I was working I did not allow any
distractions in my office, which included turning my phone off.

ST: The candidate should show that they are comfortable with managing multiple projects and that they
take the proper steps in order to avoid stress. The candidate should show understanding that certain
projects have higher priority which needs to be completed with a high level of competence.
A: The candidate should explain that they were able to properly manage their time in order to prioritize
important projects. They should also explain that they are dedicated to working hard for extended periods
of time and willing to rid their surroundings of any distractions to allow for optimal focus and attention to
details.
R: The candidate should conclusively mention their successful completion of the multiple projects due to
their hard work and time management.

Situational Questions:

1) How would you approach a situation where you have a conflict with a colleague that you were
working on a collaborative project with? What steps would you take to resolve the conflict? What
is the desired result in this situation?

Answer: I would very calmly and professionally ask my colleague what are the factors that are causing
our disagreements. I would analyze the responses given by my colleague and respond by offering
solutions and/or compromises that benefit both of us. It is important to be honest and respectful when
discussing disagreements to ensure both parties reach a solution that they agree with. If my efforts failed
and I could not reach an agreement with my colleague, I would speak to a manager and explain my
concerns regarding our inability to collaborate.

ST: The candidate should state they realized there was a conflict when working with a colleague and
should admit that they were willing to solve the problem between the two parties before going to
management.

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A: The candidate should show that they are willing to take steps to find compromises or solutions to the
conflict at hand in a respectful and productive manner in order to be able to effectively work together to
complete the project at hand and avoid future conflict. The candidate needs to mention that they are
willing to speak with management in order to resolve their conflict, but only in the worst case scenario.
R: The candidate should explain how they managed to have a constructive conversation with their
colleague in order to find a common ground that will allow them to complete the project.

2) How would you handle criticism from a higher authority? How would you feel and receive the
feedback? How would you respond to the feedback given?

Answer: Personally, I appreciate feedback whether it be positive or negative. Positive feedback motivates
me to continue my hard work. In regards to negative feedback, I value receiving constructive criticism
because it allows me to correct mistakes that others see, but I do not, which in turn allows me to improve.
If I were to receive negative feedback that had malicious intent behind it I would attempt to disregard it
because I do not see any value in engaging in any sort of unprofessional behaviour. Through both positive
and negative feedback, I feel acknowledged for the work I’ve done.

ST: The candidate should mention the types of feedback they have received and explain how they would
feel if they received different types of negative and positive responses.
A: If they were to receive positive feedback, it would be appropriate if they were happy and motivated to
further better their work as a result. If the candidate were to receive constructive criticism, it would be
appropriate for them to acknowledge some of their faults and attempt to improve their efforts. If the
candidate were to receive negative feedback that was unprofessional, the appropriate response would be
to not engage any professional behaviour.
R: The candidate should continue their hard work or look to improve their work when receiving positive
feedback or constructive criticism respectively. The candidate should not engage any unprofessional or
malicious feedback and preferably report it to human resources.

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 Agenda for the Selection Panel

On-Site Interview | Human Resources Manager

Fairmont Château Laurier, Ottawa

Time S Scheduled Topics

00:00 - 00:05 Arrive at Fairmont visitor entrance: Settling in

● Introduce yourself and the panel members
● Thank them for coming
● Chit-Chat: “How was your commute?”
● Briefly explain the outline of this interview

0 0:5 – 00:10 Panel Interview:

● “Why did you choose Fairmont Hotel from other hotel brands?”
● “What sets you apart from other candidates?”
● “How committed are you? What are your aspirations in the long-run?”
● “How will you be an asset to Fairmont? What will you bring to the team?

00:10 – 00:45 Selection Testing (the following are answered by the candidate):
● Ask a series of behavioural and situational questions, 5 of each.

00:45 – 00:50 Closing Meeting with Interviewers:

● Allow candidates to ask any questions they may have
● Provide a rough time frame for the selection of the final candidate
● Thank the candidate for their time and efforts

0 0:50 – 00:55 Candidate Evaluation Meeting:

● Collectively decide which candidate would best suit the payroll master position
by carefully reviewing the notes taken throughout the interview

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Recruiter:
Raymond Li 778-863-0155 mechraymond@hotmail.ca

Appendix 1

Survey about decisions and pressures will score the candidates stress fit for the company.

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Source: “Performing Under Pressure Quiz,” IHHP. Accessed February 14, 2019.
https://www.ihhp.com/free-performing-under-pressure-quiz.

Appendix 2

Candidates will be taking a personality survey where the final result will place them on 1 of 16 categories.
The HR will determine whether candidates have a great personality fitting into the company.
Source: “Myers Briggs personality test / MBTI test / 16,” Toolshero. Accessed February 14, 2019.
https://www.toolshero.com/psychology/theories-of-personality/myers-briggs-personality-test/.

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Appendix 3

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Candidates will be given a work scenario with information and answers will be put on to a spreadsheet.
Markers will look for the speed, accuracy, methods, calculations.
Source: “Clerk - Payroll and Timekeeping,” HR Avatar - What is a Job Simulation?. Accessed February
14, 2019. https://www.hravatar.com/ta/tests/106/clerk-payroll-and-timekeeping.html.
“Dowd, Cathy / Business Essentials,” Basic Technical Drawing/Architectural Drafting and Design.
Accessed February 14, 2019. https://www.indians.k12.pa.us/Page/2520.

Appendix 4

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This will be an online test about Canadian payroll concepts and calculations with 20 questions, no phones
allowed, calculator and blank paper only.

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Source: “Chapter 11: Payroll Liabilities,” McGrawHill Education Canada. Accessed February 15, 2019.
https://www.mheducation.ca/college/larson10/student/olc/10fal_mc_11.html.

Bibliography

1 . "Exciting
Job Opportunities Are a Click Away!" Fairmont Hotels & Resorts. Accessed
February 14, 2019. https://frhi.taleo.net/careersection/ext_fairmont/moresearch.ftl?lang=en.
2. “Myers Briggs personality test / MBTI test / 16,” Toolshero. Accessed February 14, 2019.
https://www.toolshero.com/psychology/theories-of-personality/myers-briggs-personality-test/.
3 .“Dowd, Cathy / Business Essentials,” Basic Technical Drawing/Architectural Drafting and Design.
Accessed February 14, 2019. https://www.indians.k12.pa.us/Page/2520.
4. “Chapter 11: Payroll Liabilities,” McGrawHill Education Canada. Accessed February 15, 2019.
https://www.mheducation.ca/college/larson10/student/olc/10fal_mc_11.html.

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