AIM University Group

Learning Outcome 1: Pass
"AC 1.1 — Identifying Key HRM Functions and Responsibilities
Grade: Pass

You identified four relevant HRM functions — selection, recruitment, planning and scheduling, and training and onboarding — and in each case you connected the function clearly to the front desk context at SeaGlass. The explanations are purposeful rather than generic; for example, you noted that recruitment matters specifically because the local labour market includes students and part-time workers, which shows you read and used the case. Your actions for each function are practical and grounded in the story. Adjusting the Friday 3 PM to 11 PM shift so all three agents are prepared for the 3:30 PM to 6 PM rush is a sensible scheduling fix that directly addresses the queuing problem. The recruitment action of hiring one strong part-time weekend agent without increasing total headcount mirrors the General Manager's stated goal exactly. The training action of a 20-minute per-shift session on the updated greeting script and the task app is focused and realistic. For Question 3, both handoff moments are drawn directly from the case — the room readiness handoff between front desk and housekeeping, and the meal-to-room charging handoff between front desk and food and beverage. The rules you gave for each are clear and workable. This is a well-structured response throughout and meets the pass standard.

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

You selected three appropriate outcomes — guest satisfaction, check-in time, and rooms ready by 3 PM — and for each one you provided a weekly sign and explained how the shift supervisor would collect it quickly. The guest satisfaction sign of counting compliments and complaints from the guest logbook at the end of each week is simple and requires no extra paperwork. The check-in time sign of reviewing wait time notes in the task app to count how many check-ins exceeded four minutes is well-matched to the tools described in the story. The rooms ready sign of checking the housekeeping status screen at exactly 3 PM on Saturdays and recording how many rooms are still marked dirty is specific and easy to action. Your Question 5 links are present and logical: training on the greeting script improves first impressions and guest satisfaction, scheduling enough agents for the 3:30 to 6 PM rush reduces waiting and helps check-in time, and sending early notifications to housekeeping helps them prioritise rooms. For Question 6, you identified burnout and increased turnover as the risk from weak HRM support, which is realistic given the pressure described at SeaGlass, and your fix of a 10-minute weekly huddle to check in with staff, share updates, solve small problems, and give recognition is practical and achievable within six weeks. This criterion is a pass.

AC1.3 — Analysing Case Scenarios to Address Hospitality Challenges
Grade: Pass

Your two guest flow improvements for Question 7 are both grounded in the story and do not require extra staff. A quick welcome line where one agent greets guests, checks names, and gives honest wait times is a thoughtful way to manage expectations during the 3:30 PM bottleneck. Sending instant updates to housekeeping when VIPs or large families arrive early so those rooms can be prioritised is a direct response to the late-checkout and large-group cleaning problem described in the case. Both changes are realistic and small-scale. For Question 8, your weekly feedback routine of a Monday 3 to 5 minute conversation covering what the staff member did well along with one small improvement suggestion is friendly, short, and respectful, which is exactly what the question called for. The two things you said you would listen for — whether supervisors are using respectful and calm language focused on behaviour rather than personality, and whether they are staying factual — are precise and genuinely useful coaching markers"

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

Your justification for the front desk agent being the most urgent role is well-argued, referencing the Saturday 3:30 PM pressure, the limited three-agent cover on busy shifts, and the General Manager's goal of a calm lobby. The three qualities — strong communication, staying calm under pressure, and quick technology learning — are all relevant and each is connected to a seasonal target in a clear sentence. Your two SeaGlass positives are drawn from the story's tone and presented convincingly, and the job advertisement is warm, specific, and covers all the required elements including the seaside setting, weekend pace, coaching plan, and the importance of smooth check-ins. This criterion is a pass.

AC 2.2 — Critically Evaluating Selection Methods and Tools
Grade: Pass

Your work tryout is described clearly from start to finish and reflects the real demands of the role — greeting a guest, completing a mock check-in, and sending a housekeeping notification through the task app. The three scoring points are distinct and fair, covering greeting quality, accuracy and speed with the app, and calmness under mild pressure. Your documentation approach of using a consistent scoring sheet, taking notes immediately after each step, and storing sheets in a labelled HR folder in the supervisor's office is transparent and practical. The tiebreaker of a short second tryout using a busier check-in scenario is structured and adds meaningful evidence to the final decision. This criterion is a pass.

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

Your strategy in Question 8 covers the purpose of the role, the three must-have skills, and two sourcing approaches drawn directly from the case — Seabright Community College and part-time servers from Fisherman's Wharf. The selection steps are clearly sequenced and complete. Your onboarding plan in Question 9 is one of the strongest parts of your submission, moving logically from a day one tour and greeting script practice, through days two to four of shadowing and hands-on check-in practice, to a structured day five feedback moment with one praise point and one improvement point. For Question 10, your two legal and ethical requirements — transparent selection criteria based on skills rather than personal characteristics, and equal opportunity through a consistent process for all candidates — are correctly identified and clearly applied. Your contingency in Question 11 of immediately contacting the second highest scoring candidate already in the pipeline is a practical and story-grounded backup. 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 greeting and communication, lack of product knowledge, slow problem solving, and weak supervisor confidence — and linked each one to clear evidence in the story. Your ranking is logical and well-justified at each position. The five-step plan uses only resources already available at the hotel and each step has a clear purpose. Your two huddle questions target confidence and challenge areas directly, and your two baseline measures of guest satisfaction and average check-in time are taken straight from the story with a practical method for recording each. 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, covering confident greeting, policy explanation in plain language, and managing common check-in challenges. Live role-play and shadowing with a shared checklist are both well-justified using resources from the story, with role-play addressing the budget constraint and shadowing targeting the uneven onboarding problem. Your greeting script is warm, simple, and accessible across guest backgrounds. Your diversity and inclusion step of a communication tip sheet that helps staff with different accents feel supported rather than judged is thoughtful 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 weekly guest comment card reviews, twice-weekly check-in time tracking using the daily arrival report, and twice-weekly supervisor huddles are all story-based with clear frequency. Your Week 2 response identifies fewer policy complaints as the progress signal and adds targeted role plays on fees and amenities as the adjustment, which is specific and practical. Your two reasons for why check-in time improved but satisfaction did not are both drawn from the story, and your mini-session adjustment targets the emotional side of service rather than just speed. Your Week 2 and Week 6 follow-ups are realistic and clearly support new agent retention beyond the first eight weeks. This criterion is a pass."

Learning Outcome 4: Pass
"For 4.1, you correctly identified the wage-and-hour risk and gave appropriate actions: stop off-the-clock work, check time records, and reimburse any unpaid time. You also showed good judgement on camera use by emphasising privacy, transparency, and avoiding break “policing,” and your approach to Mara’s back strain was appropriate (discuss limits, adjust duties, arrange help, and use medical guidance if needed). To strengthen further, add supervisor retraining, a short audit for back pay, and a reminder that staff can report concerns without retaliation. Grade: Pass.

For 4.2, you clearly recognised the discrimination risk around protective hairstyles and suggested the right fixes: make the appearance policy inclusive and based on hygiene/neatness, and train leaders to avoid culturally insensitive comments. You also linked accommodations to retention and engagement and offered practical onboarding ideas like buddy support and clear pre-day information. For an even stronger answer, briefly note respectful handling of translations and add simple communication coaching for clarity with guests. Grade: Pass.

For 4.3, you prioritised employee dignity and safety by calling for intervention with guests, support for the server, and a clear anti-harassment stance. You also recognised that “polished” standards can be unfair and should be anchored to neatness/hygiene applied equally. To elevate, add the follow-through steps (document incidents, involve security if needed, and coach or discipline the lead who minimised the complaint). Grade: Pass."