AIM University Group

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

You identified four relevant HRM functions — planning and scheduling, recruitment and selection, training and development, and performance management — and gave a clear explanation of each in the context of hospitality. Your actions for Question 2 are practical and connected to the SeaGlass setting. Creating a weekly schedule that places strong front desk agents on busy days to reduce check-in time, helping HR with recruitment by giving candidates a scenario to test how they respond to or greet guests, organising a weekly refresher to practise quick check-in procedures, and closely tracking each employee's daily completion time while encouraging those who need improvement are all grounded in the story and linked to the seasonal targets. For Question 3, both handoff moments are well-chosen and directly from the case. The front desk updating housekeeping in the system as soon as a guest checks out, and restaurant reservations taken at the front desk being sent through the system to the restaurant before the shift ends rather than verbally, are both clear and realistic rules. This criterion is a pass.

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

You selected three appropriate outcomes — guest satisfaction, average check-in time, and keeping employees for at least six weeks — and provided a weekly sign for each. Counting positive comments from guest comment cards, tracking average minutes taken for check-in from Sunday to Saturday, and recording all employees who completed their scheduled shifts with no absence are all reasonable and easy to collect signs. However, the question asks you to explain in one sentence how the shift supervisor will collect each sign quickly without heavy paperwork, and this explanation is missing from all three. Your Question 5 links are clear and logical — the Monday refresher training improves confidence and professionalism leading to happier guests, scheduling the strongest agent on busy days reduces long lines and improves check-in speed, and tracking performance and encouraging improvement helps employees feel recognised which lowers turnover. Question 6, asking for one risk from weak HRM support and one practical fix, is not present in your submission. Because the collection methods in Question 4 are missing and Question 6 is absent, this criterion is referred.

Assessment Criterion 1.3 — Analysing Case Scenarios to Address Hospitality Challenges
Grade: No Attempt

Questions 7, 8, and 9 are not present in your submission. These cover two small guest flow improvements without adding staff, a friendly weekly supervisor feedback routine, and a shared screening step and interview question for the front desk role. All three questions need to be addressed in full in your resubmission using only information 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 well-reasoned justification, referencing the long check-in lines during busy season when guests arrive early while rooms are still being prepared, and the need for a strong agent to reduce wait times and improve first impressions. Your three qualities of strong communication skills, a calm attitude and demeanour under pressure, and fast and accurate data entry are all relevant and connected to the seasonal targets. Your two SeaGlass positives of flexible shift options and weekly or monthly notice to help new staff feel confident and seen are reasonable ideas, though it would have been stronger to draw more directly from the story's coaching focus and small-hotel feel. Your job advertisement is warm, references the sea view setting, peak season pace, working under pressure, and the first-week training plan. This criterion is a pass.

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

Your work tryout describes a simulation where the candidate greets a fake guest, confirms the reservation in a mock property management system, and explains basic hotel information. The three scoring points of warmth and professionalism in greeting, accuracy when entering reservation details, and clarity when explaining hotel facilities are distinct, fair, and directly relevant to the role. Notes are written on a SeaGlass regular scoring sheet covering communication, accuracy, attitude, and professionalism, which is then stored on file — a clear and practical documentation process. Running a second and more difficult simulation involving a busy check-in scenario to see who handles it calmest, finishes fastest, and ensures the guest feels heard is a well-structured and fair tiebreaker. 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 agent role is clear, covering first impressions, managing arrivals and departures, and keeping communication flowing to each department. The three must-have qualities of confidence when speaking to guests, accuracy when using the system, and a warm attitude that represents the SeaGlass brand are well-chosen and specific to the hotel. However, Questions 9, 10, and 11 are not present in your submission. The structured onboarding plan, two legal or ethical requirements with explanations of how your process meets them, and the backup step if a candidate declines are all missing. Without these the complete strategy cannot be demonstrated and this criterion is referred."

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

You identified four concrete skill gaps — communication, body language, inability to explain fees and policies, and inconsistent system training — and linked each one clearly to evidence in the story. Your ranking is logical and connected to the hotel's targets, placing communication first as it affects every guest interaction. The five-step plan uses only resources already available at the hotel and is realistic within six weeks. Your two huddle questions are focused and appropriate, and your two baseline measures of guest comment cards and mystery guest summaries are both directly drawn from the story. This criterion is a pass.

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

Your three learning objectives are relevant to the Grandview's goals, though the wording could be more precise and the second and third objectives overlap slightly. Role-play and peer shadowing are both well-justified training methods that fit the hotel's available resources. Your greeting script is warm and clear, though the personal biographical detail about being away from home may not translate well across guest backgrounds and a simpler personal touch would be more effective. Your diversity and inclusion step of offering a one-on-one session and asking staff how to make the environment more comfortable is thoughtful and practical. This criterion is a pass.

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

Your three evaluation methods of comparing guest feedback and mystery guest summaries, supervisor huddles, and personal observation are all grounded in the story's resources. Your Week 2 response identifying that guests are still unclear on fees and adjusting the next session accordingly is direct and practical. Your two reasons for why check-in time improved but satisfaction did not — inconsistency and a focus on speed over quality — are well-reasoned. Your Week 2 and Week 6 follow-ups using peer shadowing and a check-in conversation are realistic and story-based, though your training adjustment for Question 3 could have been more specific. This criterion is a pass."

Learning Outcome 4: Referred
"For 4.1 (analyze and interpret employment laws and regulations), you correctly identified the core problem with asking staff to start working before clock-in and you noted that any time outside scheduled hours must be documented and paid. You also rightly pushed back on monitoring staff during private breaks. However, to reach a pass you need to state the full compliance response: immediately stop any off-the-clock work, review recent time records, and pay staff for all time already worked (including any overtime). Supervisors should be retrained on lawful timekeeping, and staff should be reminded they can report concerns without retaliation. On the accommodation for the employee with a back strain, saying “no heavy lifting” and rotating tasks is a good start, but you should describe a simple interactive plan: meet with the employee, confirm temporary limits (with medical guidance if needed), consider safe tools or team lifts, document the agreed adjustments, and review them periodically. On cameras, it’s not just that breaks are “private”; you should also note that cameras are for safety and security and should not be used as a routine timekeeping tool—use schedules, the timeclock system, and supervisor sign-offs instead, and be transparent about any camera policy. Because these specific legal and process steps were missing, the criterion is REFERRED.

For 4.2 (evaluate the impact of diversity and equal employment opportunity on HR practice), you were on the right track in saying Priya’s hairstyle should not be an issue and that expectations must be clear. To meet the pass level, you need to link this directly to equal opportunity in practice: the appearance policy should be updated to focus on hygiene, cleanliness, and safety, include inclusive examples (such as protective hairstyles), and apply equally to everyone. Your approach to language use—English with guests on the floor and freedom to use other languages off the floor—fits a fair and practical balance; just be careful with phrasing and avoid unrelated additions (a reward program is not necessary to answer the EEO question). For measuring impact, meetings and HR observation are fine, but you should name one or two simple indicators that reflect inclusion in day-to-day work (for example, a quick pulse check with new hires after week one, observation notes on clarity with guests, or a short trend in guest comments about communication). Because the EEO rationale and practical HR changes were only partially explained, this criterion is REFERRED.

For 4.3 (assess ethical dilemmas and propose solutions), you identified that dismissing a server’s complaint is unfair and that management must intervene, which is the correct ethical direction. To meet the pass criteria, you also need to outline the immediate steps: support the employee, address the guests’ behavior (warning or removal if needed), document the incident, and coach or discipline the lead who minimized the complaint so it does not recur. On the appearance standard, your point about comfort is sensible, but the ethical fix should be framed as fairness and consistency: redefine “polished” to job-related standards (clean, neat, safe) that are inclusive, remove subjective “brand fit,” and ensure equal application across the team. Because your responses did not yet include these concrete actions, this criterion is REFERRED."