AIM University Group

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

You identified four HRM functions across your first two pages — recruitment and selection, training and development, performance management, and compensation and benefits — and the functions themselves are valid in a general HRM sense. However, the question asks you to name four functions that matter this season at SeaGlass, and compensation and benefits is not well-supported by the case study as a pressing seasonal concern. A more relevant fourth function could have been scheduling and planning, which is directly tied to the 3 PM to 6 PM queuing problem described in the story. Your actions for each function are also quite general. Providing ongoing training to improve employee skills and competency, setting clear performance expectations, and using various channels to source capable individuals are all reasonable ideas, but they are not connected clearly to the specific seasonal targets at SeaGlass, which the question explicitly requires. For Question 3, your two handoff moments are relevant — guests checking in early requiring front desk to inform housekeeping, and maintenance needing to report a repair to both housekeeping and front desk. The rules you provided around communication being clear at all times and front desk updating housekeeping of guest arrival times prior to check-ins are appropriate. However, the maintenance handoff moment is not drawn from the case study, which instructs you to use only the information in the story. Because the actions in Question 2 are not connected to SeaGlass's seasonal targets and one handoff moment is outside the case, this criterion is referred.

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

You selected three outcomes — guest satisfaction, rooms ready by 3 o'clock, and check-in time — which are all appropriate choices from the case. However, your approach to Question 4 focuses on digital signage displays rather than on weekly signs that a shift supervisor can collect quickly. The question asks for a measurable indicator the supervisor looks at each week and an explanation of how they gather it without heavy paperwork. Displaying a welcome message or a room ready notification on a screen does not answer this. For Question 5, your explanations of how the outcomes link to HRM actions are present on page 5 and show some understanding — you noted that a check-in time sign manages expectations and reduces frustration, that a room ready indicator creates a positive first impression, and that guest satisfaction includes welcoming and informational elements. These are reasonable thoughts but they read more as descriptions of the outcomes themselves rather than clear links back to a specific HRM action from Question 2. Question 6, which asks for one risk from weak HRM support and one practical fix, does not appear in your submission. Because Question 4 does not address the collection method, Question 5 links are underdeveloped, and Question 6 is missing, this criterion is referred.

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

Questions 7, 8, and 9 are not present in your submission. These questions asked you to describe two small guest flow improvements without adding staff, design a friendly weekly feedback routine for supervisors, and write a shared screening step and interview question for the front desk role. All three are essential to this criterion and without them it cannot be assessed. You will need to address all three questions fully in your resubmission, drawing only from the SeaGlass case study."

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

You identified the front desk agent as the most urgent role and gave a clear justification around it being the first and last point of contact for guests and its direct influence on property reputation throughout the season. Your three qualities of strong work ethic, excellent communication skills, and being a team player are all relevant to the role, and each is connected to a seasonal outcome. For Question 3, you offered on-the-job training and up-skill training as SeaGlass positives, explaining how these would be highlighted through job postings and in-house publications to attract candidates. Your job advertisement references the seaside setting and the key responsibilities of the role in a way that captures the nature of the position. This criterion is a pass.

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

Your work tryout of handling an upset guest complaint is a realistic and relevant scenario for the front desk role. You described the steps clearly — listening to the complaint calmly, logging it, showing empathy and apologising, evaluating the situation, providing an immediate solution, following up, and documenting accordingly — which gives a clear picture of what the candidate does from start to finish. Your four scoring points of whether the agent listened attentively, showed empathy, solved the issue, and whether the guest was satisfied with the result are fair and observable criteria. For Question 6, you described using a laptop to take notes during the interview on specific questions relating to the role and the work 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 is a straightforward tiebreaker that gives both candidates equal opportunity to make their case. This criterion is a pass.

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

Your Question 8 paragraph on the purpose of the front desk receptionist role is clear and well-written, covering greeting guests, answering questions, coordinating with other departments, resolving issues, and processing payments. You also described evaluating candidates for empathy, communication, calmness under pressure, and fit through a screened resume and skill assessment, which gives a reasonable picture of your selection approach. Your onboarding plan for Question 9 is structured across three phases — day one covering a greeting, tour, and buddy assignment; days two to four focusing on the task app, shadowing the team, and practising customer service skills; and days five to seven providing constructive feedback, reviewing progress, and explaining how the skills gained will help the new hire going forward. This is a logical and confidence-building plan. However, Question 10 asking for two legal or ethical requirements for fair hiring and how your process meets them, and Question 11 asking for a backup step if the chosen candidate declines, are both missing from your submission. Because these two questions are absent, the criterion is referred."

Learning Outcome 3: "Pass
Assessment Criterion 3.1: PASS
Marker Comments:
Four relevant skill gaps identified (uneven greetings, policy explanation clarity, eye contact/confidence, slow problem solving).
Prioritisation linked logically to check-in time and guest satisfaction goals.
Five-step TNA process realistic using guest cards, mystery notes, arrival reports and huddles.
Baseline measures correctly identified: guest satisfaction (84/100) and check-in time (6 minutes).

Assessment Criterion 3.2: PASS
Marker Comments:
Learning objectives generally aligned to service improvement and check-in efficiency.
Role-play and shadowing appropriate within 2-hour weekly resource limit.
Greeting script warm and inclusive; diversity concerns acknowledged.
Practical inclusion support through confidence-building and communication focus.

Assessment Criterion 3.3: PASS
Marker Comments:
Evaluation measures clearly linked to guest satisfaction scores, check-in time and feedback cards.
Logical explanation of why check-in time may improve without satisfaction change.
Follow-up training and mentorship plan realistic and retention-focused.
Adjustments practical within existing hotel resources."

Learning Outcome 4: Referred
"For 4.1 (analyze and interpret employment laws and regulations), you correctly identified that staff being pushed to start before their shift signals a scheduling problem and likely understaffing, and you were right to note that this connects to labor law. To meet the pass standard, though, you also needed to set out the specific compliance steps the hotel must take immediately when off-the-clock work appears: stop the practice at once, review recent time records, and pay staff for all time already worked (including any overtime), retrain supervisors on lawful timekeeping, and reassure employees that raising concerns will not lead to retaliation. Your view that break time should be private is sensible, but you should also state that cameras are for safety and security, not routine timekeeping, that there can be no cameras in private areas, and that any camera policy must be narrowly defined and communicated. On the accommodation scenario for the returning employee with a back strain, you stressed health and safety, which is good, but the criterion expects a simple, documented accommodation plan reached through discussion with the employee: confirm temporary restrictions (with medical guidance if needed), adjust duties or provide team lifts/tools, put the plan in writing, and review it periodically. Because those concrete legal and accommodation steps are missing, 4.1 is REFERRED.

For 4.2 (evaluate the impact of diversity and equal employment opportunity on HR practice), you recognised that calling out a protective hairstyle undermines a diverse, respectful workplace and you explained how that can damage motivation and guest experience. To reach a pass, you needed to translate that insight into specific HR actions: revise the appearance policy to focus on hygiene, cleanliness, and safety with inclusive examples that explicitly allow protective hairstyles; apply the standard consistently to everyone; and brief leaders so comments about “brand appropriateness” do not exclude cultural styles. Your answer about creating a welcoming environment touched on belonging and trust, but you did not point to simple, practical inclusion steps tied to onboarding and day-to-day practice (for example, a buddy system, clear day-one expectations in plain language, opportunities for new hires to share cultural or communication needs, and short coaching on clear guest communication for anyone worried about being misunderstood). Because the EEO impact was discussed mostly in general terms and lacked these concrete policy and practice changes, 4.2 is REFERRED.

For 4.3 (assess ethical dilemmas and propose appropriate solutions), you correctly named the situation as guest harassment and emphasised that the employee’s feelings and safety were overlooked. That ethical framing is sound, but you then needed to specify the immediate steps the hotel should take: intervene with the guests and set boundaries (and remove them if behaviour continues), support and if needed reassign the server, document the incident, and coach or discipline the lead who minimised the complaint so the standard is reinforced. Your plan to assign Daniel a mentor and use scenarios shows good intent; to satisfy the criterion, add a simple feedback routine he can practice on shift (observe, name one specific positive, name one specific improvement, do a quick practice, and agree a follow-up next shift) so the solution is actionable. Because these concrete actions were not stated, 4.3 is REFERRED."