AIM University Group

Learning Outcome 1: Referred
"Assessment Criterion 1.1 — Identifying Key HRM Functions and Responsibilities
Grade: Pass

You identified four relevant functions — recruitment, training, selection, and scheduling — and gave a clear introductory explanation of why HRM matters in hospitality. Your actions for each function are practical and connected to the SeaGlass context. Posting a job ad at Seabright Community College, running a first-week practice session on the task application, using short interviews focused on handling a busy lobby, and adjusting the Friday and Saturday schedule to have one more agent working at 2 PM are all grounded in the story. For Question 3, both handoff moments are directly relevant — front desk informing housekeeping when rooms are not ready at check-in, and front desk communicating with food and beverage when guests request early seating for dinner. The rules you provided for each are clear and workable. This criterion is a pass.

Assessment Criterion 1.2 — Evaluating the Impact of HRM on Organisational Performance
Grade: Pass

You selected three appropriate outcomes and provided a weekly sign for each. The rooms ready sign of checking how many rooms are marked clean in the application by 3 PM each day is specific and easy to collect. The guest satisfaction sign of counting total comments from front office surveys is straightforward, and the check-in time sign of the front office system automatically showing check-in times each week is practical. Your links in Question 5 are clear — training on the task app helps housekeeping know which rooms to prioritise, training on the first greeting script improves guest satisfaction, and hiring one more agent at 2:30 PM directly supports faster check-in times. Your risk of staff becoming stressed and disengaged due to poor scheduling is realistic, and the practical fix of the supervisor creating a simple daily shift programme so staff are not confused is achievable within six weeks. This criterion is a pass.

Assessment Criterion 1.3 — Analysing Case Scenarios to Address Hospitality Challenges
Grade: Referred

Your two guest flow changes are both grounded in the case. Informing housekeeping earlier to speed up cleaning reduces guest waiting time, and beginning the check-in procedure while housekeeping finishes, then messaging the guest when the room is ready, is a thoughtful way to manage the 3:30 PM bottleneck without adding staff. Your weekly feedback routine of a short conversation where the supervisor gives feedback and one small improvement suggestion, closing with an offer of further support, is friendly and low-pressure. However, Question 8 also asks you to name one thing you would listen for when standing beside the supervisor to support them, and this part is missing from your answer. Question 9, which asks for a shared screening step and a shared interview question for the front desk role, is also not present in your submission. Because part of Question 8 is incomplete and Question 9 is missing entirely, this criterion is referred."

Learning Outcome 2: Pass
"Assessment Criterion 2.1 — Developing a Recruitment Plan
Grade: Pass

You identified the front desk agent role as urgent due to the intensity of weekend work during the 3 PM to 4 PM arrival window and the risk of long queues with insufficient staff. Your three qualities — patience and calm in busy times, friendly communication, and attention to detail — are relevant and connected to seasonal targets including room readiness and guest satisfaction. Your two SeaGlass positives of strong first-week support and a friendly small-hotel environment where the team supports each other are drawn from the story's tone and presented in a convincing way. The job advertisement is warm, mentions the seaside setting, weekend pace, teamwork, and the welcoming atmosphere, and reads in a genuine SeaGlass voice. This criterion is a pass.

Assessment Criterion 2.2 — Critically Evaluating Selection Methods and Tools
Grade: Pass

Your work tryout is described clearly from start to finish. You greet the candidate, ask them to pretend they are a front desk agent, give them simple scenarios to work through including greeting a guest, checking them in, collecting guest information, and explaining what happens if a room is not ready, and close by having them thank the guest politely. The three scoring points of friendly communication, clear communication, and calm under pressure are fair and observable. For Question 6, you described using a laptop to take notes during both the interview and the tryout, paying close attention to what the candidate says to capture key information. For Question 7, asking each candidate individually why you should choose them over the other gives both an equal and fair opportunity to make their case. This criterion is a pass.

Assessment Criterion 2.3 — Presenting a Complete Recruitment and Selection Strategy
Grade: Pass

Your Question 8 strategy covers the two sourcing methods of posting at college and searching for part-time restaurant staff, the three must-have skills, and a clear sequence of selection steps including a short interview, a scenario tryout, and choosing the highest scorer. Your onboarding plan for Question 9 covers day one well, including a hotel tour, team introductions, learning the application, and supervisor support to answer questions, with a feedback moment where the supervisor explains what went well and what to improve. For Question 10, you named non-discrimination as your first requirement, explaining that hiring decisions cannot be based on religion, colour, or other personal characteristics, and honest and transparent job information as your second, ensuring the new hire understands the role, pay, and shift schedule. Both are correctly identified and applied. For Question 11, your backup of offering the role to the second highest scoring candidate and using the score sheet to support that decision is practical and grounded in the story. This criterion is a pass."

Learning Outcome 3: Pass
"Assessment Criterion 3.1 — Training Needs Analysis
Grade: Pass

You identified four concrete skill gaps — inconsistent greetings, unclear communication about hotel policies and fees, slow problem solving when rooms are not ready, and check-in process speed — and linked each one clearly to evidence in the story. Your ranking is logical and well-reasoned, placing check-in speed first due to the hotel's clear four-minute target, greetings second because they directly affect the guest satisfaction goal, policy communication third due to guest complaints about confusion, and problem solving fourth because it becomes easier once the main steps are clear. Your five-step plan uses only resources already at the hotel and each step is purposeful, moving from reviewing data to direct observation. Your two huddle questions targeting the easiest and most stressful parts of check-in are well-focused and will surface both strengths and gaps from the agents themselves. Your two baseline measures of guest satisfaction score and average check-in time are taken directly from the story, and your recording methods of writing down the weekly average from hotel reports and using the front desk system to calculate check-in time are practical and clear. This criterion is a pass.

Assessment Criterion 3.2 — Front Desk Agent Training Program
Grade: Pass

Your three learning objectives are clearly written and observable — completing a full check-in in four minutes or less, explaining key policies using the standard steps, and greeting every guest using the warm and clear script. Live role-play and peer shadowing with a shared checklist are both well-justified. You noted that role-play fits because the hotel has a small training room and only needs people and printed scenarios, and that the shared checklist addresses the inconsistency in shadowing that the case highlights directly. Your greeting script is warm, simple, and accessible across guest backgrounds. Your diversity and inclusion step of practising slow and clear speech during training so that agents with accents feel confident and guests can understand information more easily is practical and directly responsive to the story. This criterion is a pass.

Assessment Criterion 3.3 — Evaluating the Training and Improving It
Grade: Pass

Your three evaluation methods of checking average check-in time weekly, reviewing guest comment cards twice a week for greeting clarity and problem solving, and reading mystery guest notes at the end of weeks three and six are all story-based with clear frequency. Your Week 2 sentence identifying fewer complaints about unclear fees and late checkout as the sign of improvement is precise, and your adjustment of adding short daily practice sessions where agents explain the three most common policies in simple language is specific and actionable. Your two reasons for why check-in time improved but satisfaction did not — greetings still being uneven with some agents avoiding eye contact or speaking too softly, and policy explanations still being inconsistent — are both drawn directly from the story. Your training adjustment of adding focused role-play with quick supervisor feedback using the shared checklist is well-targeted. Your Week 2 and Week 6 follow-ups are both practical and story-based, with the Week 2 check-in meeting reviewing the shared checklist to identify what still feels hard, and the Week 6 feedback session using guest comments and mystery guest findings to show progress and leave new agents feeling guided and supported. This criterion is a pass."

Learning Outcome 4: Referred
"For 4.1 (analyze and interpret employment laws and regulations), your answer recognises the core risk around unpaid “off-the-clock” work and the need for clear expectations, aligned schedules, and transparent leadership direction. You also rightly frame camera use as a safety-and-security tool with strict privacy limits and proper communication to staff. To meet the pass threshold, you needed to add the concrete compliance steps the hotel must take immediately: halt the practice at once, review recent time records, make any back-pay and overtime payments owed, retrain supervisors on lawful timekeeping, and remind staff that they are protected from retaliation when they raise concerns. In addition, 4.1 expected you to address the accommodation scenario (Mara’s back strain) with a simple interactive plan—confirm temporary restrictions (with medical guidance if needed), adjust duties or provide team lifts/tools, document the plan, and review it periodically. Because those specific corrective and accommodation steps are missing, this criterion is REFERRED.

For 4.2 (evaluate the impact of diversity and equal employment opportunity on HR practice), you identify the discrimination risk in criticising a protective hairstyle and you point the policy in the right direction: focus on hygiene and neatness, avoid rules that penalise race, texture, or cultural styles, ensure consistency, and intervene where comments cross into harassment. Your onboarding ideas (inclusive language, introductions, mentoring, and clear expectations tied to values) show how EEO principles translate into daily practice that supports belonging and consistency. To strengthen even further, you could briefly note that accommodating religious practice and giving simple communication coaching (pace, projection, confirming understanding) can improve guest clarity and retention, but the core requirement is met. This criterion is PASS.

For 4.3 (assess ethical dilemmas and propose appropriate solutions), you clearly prioritise the server’s dignity and safety in the harassment scenario and place the duty of care on the hotel, which is the correct ethical stance. What would take this from strong to excellent is adding the immediate operational follow-through: document the incident, offer the server options (break, reassignment), address the guests directly and escalate to removal if behavior continues, and coach or discipline the lead who minimised the complaint so the standard is reinforced. Your view on feedback is also ethically sound: normalise it, keep it respectful and objective, and use clear guidelines to help supervisors like Daniel build skill without shaming staff. Adding a simple routine (for example, observe → one specific positive → one specific improvement → short practice → follow-up next shift) would show exactly how you would make this real on the floor. Overall, your responses meet the intent of the criterion. This is PASS."