Task one – Written advice (recruitment and selection)
AC 1.1 You feel a good starting place is to learn about the employee lifecycle. You decide to explain the stages of the employee lifecycle and how a people practitioner could contribute to each stage.
The employee lifecycle entails the general journey that an individual makes within an organisation from their entry to their final departure.
The next stage is recruitment which includes the identification and selection of qualified candidates.
Onboarding forms the third phase which includes the integration of new hires into the organisation.
Retention forms the next phase which focuses on retaining valuable employees in the organisation.
Separation forms the last stage which involves the departure of an employee from an organisation.
AC 1.2 Employee turnover is high for Food and Beverage Assistants, and you are about to recruit and select new employees for this role. You decide to advise the graduate trainee on how to recruit and select Food and Beverage Assistants. • Explain the purpose and key content of a job description and person specification. Explain how job analysis can be used to decide on the content of these documents.
A job description can be viewed as a written document that showcases the responsibilities, tasks, and duties required of a specific job. As such a job description offers information on the goals and employees’ expectations.
Person specifications come in to foster the recruitment and selection process by setting out the preferred skills, characteristics, and qualifications.
Job analysis is different in that it includes the process of gathering information about a job.
AC 1.3 Explain two different recruitment methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role
Online Job Boards
An online job board is a website employers use to promote job vacancies.
Employee Referrals
An employee referral occurs when a current employee recommends a potential job candidate to their firm.
AC 1.4 Explain factors to consider when deciding on the content of copy used in the recruitment methods you have explained above. You could consider factors such as budget, balance between providing an accurate and positive image, space available, and corporate image
Budget is a key factor when it comes to the choice of a recruitment method.
In the advertising quest, an accurate and realistic description of the role and the company culture must be showcased wholly.
The notion of space available may involve the customisation of the length and content of the job description or other preferred job recruitment platforms.
AC 2.1 Explain two different selection methods that Inter Luxe Hotel Group could use for the Food and Beverage Assistant vacancies and why the two methods are appropriate for the role.
Interviews
Interviews are often structured conversations where questions are asked and answers are given.
Skills Tests
Skills tests are a series of questions or tasks that evaluate a candidate’s skills and abilities for a specific job role.
AC 2.4 Explain what selection records Inter Luxe Hotel Group should retain and why they should retain these records
Inter Luxe Hotel Group needs to retain all the documentation relating to job vacancy advertisements and job descriptions of individual vacancies.
Other pieces of documentation that need to be retained include application forms and resumes of all the applicants who made their submissions.
There are numerous reasons that Inter Luxe Group needs to retain the documents mentioned above.
First is the essence of complying with employment laws and regulations. Another reason is for the organisation to defend itself from probable discrimination claims.
AC 2.5 Write letters of appointment and non-appointment for the Food and Beverage Assistant role
[Your Address]
[City, Postal Code]
[Date]
[Candidate Name]
[Candidate Address]
Subject: Offer of Employment – Food and Beverage Assistant
Dear [Candidate Name],
I am pleased to extend to you an offer of employment for the position of Food and Beverage Assistant at Inter Luxe Hotel Group, located in London.
Position: Food and Beverage Assistant
Start Date: [19th, February, 2025]
Location: [Hotel Address]
Supervisor: [Restaurant Manager]
Salary and Compensation:
You will receive an annual salary of £19,478, payable monthly. You will also be eligible to receive a comprehensive benefits package, which includes:
- Holiday Entitlement: 28 days paid annual leave per year (inclusive of statutory holidays).
- Pension Scheme: Enrolment in the company pension scheme with employer contributions.
- Meals on Duty: Complimentary meals while on duty.
- Staff Discounts: Discounts on hotel services and accommodation within the Inter Luxe Hotel Group.
- Employee Assistance Programme (EAP): Access to confidential support services for employee well-being.
Probationary Period:
The beginning of your term with us will commence with a probationary period of three months. During this period, your performance with our team will be assessed.
Working Hours:
Your regular working hours will be 40 hours per week, with flexibility to meet the operational needs of the hotel. Notably, the shifts may include evenings and weekends.
Confidentiality:
Since you will have access to sensitive and confidential information, we will require you to sign a confidentiality and non-disclosure agreement to safeguard Inter Luxe Hotel Group’s proprietary information.
Termination of Employment:
Your employment with Inter Luxe Hotel Group is at will, meaning that either party has the option to terminate the employment relationship at any time. The company will provide one week’s notice in writing.
To accept this offer, please sign and return a copy of this letter by March 1st, 2025.
We look forward to your contributions as a member of the Food and Beverage team at Inter Luxe Hotel Group. If you have any questions or require further information, please do not hesitate to contact Josh at [Contact Number] or [Contact Email Address].
Sincerely,
[Your Name]
[Your Title]
[Your Contact Information]
Letter of Non-Appointment – Food and Beverage Assistant Role, Inter Luxe Hotel Group
[Your Address]
[City, Postal Code]
[Date]
[Candidate Name]
[Candidate Address]
Subject: Application for Food and Beverage Assistant Position
Dear [Candidate Name],
Thank you for your interest in the Food and Beverage Assistant position at the Inter Luxe Hotel Group. We appreciate you taking the time to interview with our team.
We have carefully considered all applications and conducted interviews with several qualified candidates. While your qualifications and experience are impressive, we have decided to move forward with other candidates who more closely align with the specific requirements of this role at this time.
We thank you again for your interest in Inter Luxe Hotel Group. We wish you the best of luck in your job search.
Sincerely,
[Your Name]
[Your Title]
[Your Contact Information]
Task two – Simulated interview
Appendix A – Job description
| Job Title | Food and Beverage Assistant |
| Reporting to | Food and Beverage Manager |
| Main purpose of the job | To provide an enjoyable dining experience |
| Key tasks | 1. Greet customers. 2. Answer questions about the menu. 3. Accurately take customers’ orders. 4. Pass orders to the kitchen, ensuring allergy information is communicated. 5. Collect orders from the kitchen and deliver orders to tables. 6. Prepare bills and charge to the room account or take payments. 7. Clear table, clean table and prepare table for new customers. 8. Provide high-quality, excellent customer service. |
AC 2.2 Selection Shortlisting Matrix Person Specification for Food and Beverage Assistant
| ATTRIBUTES | ESSENTIAL | DESIRABLE | TOTAL |
| Qualifications | Minimum of [Number] GCSEs or equivalent, including English and Maths. Relevant hospitality qualifications (e.g., NVQ Level 2 in Hospitality) are preferred, but not essential. | Food Science & Nutrition, BSc Hons | |
| Experience | 1 year previous experience in a customer service role, preferably in the hospitality industry (e.g., waiter/waitress, bar staff). | 2 or more years of experience in a customer service role, preferably in the hospitality industry | |
| Knowledge | Good understanding of customer service principles. Basic food and beverage knowledge (e.g., menu items, wine service). Knowledge of health and safety regulations. | Knowledge of different table service styles (e.g., silver service, room service) | |
| Skills | Excellent communication and interpersonal skills. Ability to work effectively as part of a team. Ability to work under pressure and maintain a calm and professional demeanor. Good time management and organizational skills. | Ability to speak a second language. | |
| Personal qualities | Friendly, approachable, and enthusiastic. Reliable and punctual. Presentable and well-groomed. | Sociable Proactive and willing to learn. | |
| Additional requirements | Able to work evenings, weekends, and holidays as required | Strong problem-solving skills |
Candidate 1 Name: Joshua Miller Job Title: Food and Beverage Assistant
| ATTRIBUTES | ESSENTIAL | DESIRABLE | TOTAL |
| Qualifications | Minimum of [Number] GCSEs or equivalent, including English and Maths. Relevant hospitality qualifications (e.g., NVQ Level 2 in Hospitality) are preferred, but not essential. | Food Science & Nutrition, BSc Hons | 3 |
| Experience | 1 year previous experience in a customer service role, preferably in the hospitality industry (e.g., waiter/waitress, bar staff). | 2 or more years of experience in a customer service role, preferably in the hospitality industry | 1 |
| Knowledge | Good understanding of customer service principles. Basic food and beverage knowledge (e.g., menu items, wine service). Knowledge of health and safety regulations. | Knowledge of different table service styles (e.g., silver service, room service) | 1 |
| Skills | Excellent communication and interpersonal skills. Ability to work effectively as part of a team. Ability to work under pressure and maintain a calm and professional demeanor. Good time management and organizational skills. | Ability to speak a second language. | 1 |
| Personal qualities | Friendly, approachable, and enthusiastic. Reliable and punctual. Presentable and well-groomed. | Sociable Proactive and willing to learn. | 1 |
| Additional requirements | Able to work evenings, weekends, and holidays as required | Strong problem-solving skills | 0 |
| TOTAL SCORE | 7 |
| Interview- Y/N | N |
Scoring:
0- Does not meet criteria
1- Partly meets
2- Fully meets
3- Exceeds
Post Specification Criteria
Miller’s background and experience is in Accounting. Thus, their quest to undertake HR courses was due to redundancy and failure to showcase dedication to their work. Similarly, the above candidate holds no experience as a people assistant especially as it touches on people management. As a result, the candidate does not meet the criteria to attain an invitation for an interview.
Application Reference: 002986
Candidate Name 2: Catherine Fox Job Title: Food and Beverage Assistant
| ATTRIBUTES | ESSENTIAL | DESIRABLE | TOTAL |
| Qualifications | Minimum of [Number] GCSEs or equivalent, including English and Maths. Relevant hospitality qualifications (e.g., NVQ Level 2 in Hospitality) are preferred, but not essential. | Food Science & Nutrition, BSc Hons | 2 |
| Experience | 1 year previous experience in a customer service role, preferably in the hospitality industry (e.g., waiter/waitress, bar staff). | 2 or more years of experience in a customer service role, preferably in the hospitality industry | 2 |
| Knowledge | Good understanding of customer service principles. Basic food and beverage knowledge (e.g., menu items, wine service). Knowledge of health and safety regulations. | Knowledge of different table service styles (e.g., silver service, room service) | 2 |
| Skills | Excellent communication and interpersonal skills. Ability to work effectively as part of a team. Ability to work under pressure and maintain a calm and professional demeanor. Good time management and organizational skills. | Ability to speak a second language. | 2 |
| Personal qualities | Friendly, approachable, and enthusiastic. Reliable and punctual. Presentable and well-groomed. | Sociable Proactive and willing to learn. | 1 |
| Additional requirements | Able to work evenings, weekends, and holidays as required | Strong problem-solving skills | 2 |
| TOTAL SCORE | 11 |
| Interview- Y/N | N |
Scoring:
0- Does not meet criteria
1- Partly meets
2- Fully meets
3- Exceeds
Fox meets the essential criteria for various areas like qualifications, knowledge, and skills but falls short in other categories. Based on their final total, Fox does not qualify to acquire an invitation for an interview.
Application Reference: 002987
Candidate 3 Name: Alicia Toms Job Title: Food and Beverage Assistant
| ATTRIBUTES | ESSENTIAL | DESIRABLE | TOTAL |
| Qualifications | Minimum of [Number] GCSEs or equivalent, including English and Maths. Relevant hospitality qualifications (e.g., NVQ Level 2 in Hospitality) are preferred, but not essential. | Food Science & Nutrition, BSc Hons. | 3 |
| Experience | 1 year previous experience in a customer service role, preferably in the hospitality industry (e.g., waiter/waitress, bar staff). | 2 or more years of experience in a customer service role, preferably in the hospitality industry | 3 |
| Knowledge | Good understanding of customer service principles. Basic food and beverage knowledge (e.g., menu items, wine service). Knowledge of health and safety regulations. | Knowledge of different table service styles (e.g., silver service, room service) | 2 |
| Skills | Excellent communication and interpersonal skills. Ability to work effectively as part of a team. Ability to work under pressure and maintain a calm and professional demeanor. Good time management and organizational skills. | Ability to speak a second language. | 3 |
| Personal qualities | Friendly, approachable, and enthusiastic. Reliable and punctual. Presentable and well-groomed. | Sociable Proactive and willing to learn. | 2 |
| Additional requirements | Able to work evenings, weekends, and holidays as required | Strong problem-solving skills | 3 |
| TOTAL SCORE | 16 |
| Interview- Y/N | Y |
Scoring:
0- Does not meet criteria
1- Partly meets
2- Fully meets
3- Exceeds
Post Specification Criteria
Toms possesses all the required qualifications, experience, and skills needed for this position. Indeed, the experience that the candidate holds on matters revolving around people administration is imperative and showcases their perspective to fit well into this position. Similarly, the candidate holds vital knowledge and skills for this work. As a result, the candidate should be invited for the next round of interviews.
Appendix C – STARR Model Interview Questions
| Situation | 1. Describe an instance where you had to deal with a challenging or complicated customer. Please provide me what were the circumstances that made the customer difficult. 2. Describe a situation where you had to adapt your service style to meet the specific needs of a customer or a group of customers. Specifically, what factors required you to change your approach? |
| Task | 1. Give me an instance within the workplace where you had to multitask effectively, like taking orders from numerous tables concurrently. What precise tasks and responsibilities did you have to juggle? 2. Describe a situation where you had to learn a new skill or procedure related to food and beverage service. How did you go about learning this new information? |
| Action | 1. Reflect and think about a specific time when you went above and beyond to guarantee customer satisfaction. Please indicate particular actions that you took to surpass customer expectations. 2. Provide me with a state where you had to resolve a customer complaint. On this indicate the steps you had to take to address the issue and safeguard customer satisfaction. |
| Result | 1. Give me an example of a time when your excellent service resulted in positive customer feedback or repeat business. What were the tangible results of your actions? 2. Thin about a situation where you positively identified and resolved a prospective customer service concern before it escalated. Describe vividly what was the outcome of your intervention. |
| Reflect | 1. Describe an instance where you made a mistake while offering service to a consumer. On that, what were the key lessons that you learned from this encounter, and how have you utilised those lessons to advance your future performance? 2. Remember a particular instance when you had to adapt your communication style to successfully engage with a customer from a diverse cultural background. Kindly state what you learned about communicating with varied or diverse customers. |
Task Three – Guidance Document (Legislation and Employment Relations)
AC 3.1 An explanation of the importance of achieving work-life balance within the employment relationship with an overview of the legislation relevant to working time
Work-life balance relates to the ability to balance the demands of work and personal life.
The Working Time Regulations of 1998 form one of the relevant legislations on working time.
Another relevant legislation is the Part-Time Workers (Prevention of Less Favourable Treatment) Regulations 2000.
Maternity and Paternity Leave Regulations are different in that they foster rights to paid and unpaid leave for parents, including maternity leave, paternity leave, and shared parental leave.
AC 3.2 An explanation of what is meant by, and the importance of, wellbeing in the workplace
Workplace well-being entails a wider range of factors that contribute to the general health and happiness of employees.
Physical health relates to access to healthy food options and offering fitness gyms among other activities that promote physical health.
Next is mental health which involves access to mental health support services like Employee Assistance Programs among other supportive initiatives.
Emotional well-being is different in that, it includes offering the staff opportunities for social interaction, recognition, and a sense of belonging.
Another issue is on the social wellbeing of individuals which means offering them prospects for social interaction and team building in which the organisation facilitates activities like team outings.
Lastly, is on financial well-being which involves issues of fair pay, access to financial advice, and prospects for financial planning.
Importance of Wellbeing in the Workplace
Employees’ well-being in the workplace is essential for improved employee engagement and productivity.
AC 3.3 A summary of the main points of discrimination legislation
Workplace discrimination entails the unfair treatment of employees as on their race, ethnicity, gender, age, religion, disability, or other protected characteristics.
Workplace discrimination may occur in different forms; direct discrimination, indirect discrimination, harassment, victimisation, and discrimination by association.
The Equality Act 2010 in the UK forms the major legislation that guarantees persons are protected from discrimination in numerous areas of their lives not excluding the workplace.
AC 3.4 An explanation of what diversity and inclusion mean and why they are important
Diversity can be viewed as the practice or quality of including or involving people from different social and ethnic backgrounds and or of different genders, and sexual orientations among others.
Inclusion involves the creation of a sense of belonging in which all employees are made to feel welcome, appreciated, and valued. In addition to that, inclusion goes a long way towards guaranteeing that all employees have equal opportunities for progression despite their background or characteristics.
AC 3.5 An explanation of the differences between fair and unfair dismissal
Fair Dismissal
A fair dismissal happens when an employer terminates an employee’s employment for legitimate and justifiable reasons, after following a fair and reasonable process.
Unfair Dismissal
Unfair dismissal happens when an employer terminates an employee’s employment without just cause or without adhering to the set legal process.
Wrongful Dismissal
Wrongful dismissal is a different form of unfair dismissal that occurs when an employer breaches the terms of the employment contract.
Task Four – Guidance Document (Performance Management and Reward)
AC 4.1 The purpose and typical components of performance management
Performance management forms a process that assists managers in both evaluating and monitoring employee performance.
Performance management has numerous fundamental components such as goal setting which need to be well spelt out and SMART for individual employees.
AC 4.2 Two factors that need to be considered when managing performance
Goal setting is a vital aspect of performance management as it highlights clear objectives.
Performance measurement forms another vital aspect of performance management.
In this case, the staffs are offered learning opportunities to ensure their advancement of skill and knowledge as well as increase their motivation and engagement.
The top management can develop training programs, mentoring, and coaching activities.
AC 4.3 Different methods of performance review.
360-degree feedback forms a unique process that gathers feedback from numerous sources to assess an employee’s performance.
A balanced scorecard (BSC) is viewed as a form of a management system that assists organisations and enterprises in advancing their performance.
Management by Objectives (MBO) is a management model where both managers and employees engage collaboratively to formulate SMART goals.
Behaviourally Anchored Rating Scales
Behaviourally Anchored Rating Scales (BARS) are a form of performance evaluation model that applies specific, observable behavioural descriptions as anchors scale to evaluate an employee’s performance.
AC 5.1 Key components (financial and non-financial) that are required to achieve an effective total reward system.
Financial rewards can be described as the monetary incentive that organisations or firms use to recognise and motivate their employees.
Non-financial rewards are different as they entail benefits that motivate employees without involving cash.
AC 5.2 How reward can motivate employees to perform.
Studies have shown that there lies a link between rewards and performance in the quest to motivate employees.
The realisation that such benefits offered by the organisation may no longer be issued with poor performance acts as the ideal motivation for the staff to push on further.
An organisation’s issuance of a fixed paycheck can lead to low productivity and dismal performance.
AC 5.3 At least two reasons for treating employees fairly about pay
One of the chief reasons for treating employees fairly concerning pay is to conform to the set legal and ethical obligations.
The second reason for treating employees fairly with pay is to boost their morale and motivation.
Lastly, is to lower litigation risk through treating employees fairly as per their pay.
Task Five – Written Answers (Learning and Development)
AC 6.1 Explain why learning and development activities are of benefit to the graduate trainee and Inter Luxe Hotel Group.
For the Graduate Trainee
The graduate trainee will acquire valuable skills across different departments such as HR and Sales operations which allow them to develop a better and in-depth understanding of the hospitality industry.
The graduate training is bound to encounter plenty of networking opportunities which they will ultimately build through mentors, colleagues, and other industry professionals.
For Inter Luxe Hotel Group
Organisations are bound to gain much from learning and development activities such as improved employee performance.
Other gains that Inter Luxe Hotel Group is set to attain include enhancing innovation and competitiveness and advancing customer satisfaction and loyalty.
AC 6.2 Describe different types of learning needs and reasons why they arise for the graduate trainee and Inter Luxe Hotel Group.
Skill-Based Needs
Skill-based needs can be stated to be sets of skills that an organisation or an individual requires to carry out certain tasks or duties to meet their goals and objectives
Knowledge-Based Needs
Knowledge-based needs relate to the information and guidance that one requires to solve problems and also make prudent decisions.
Compliance-based needs are founded on the notion that organisations ought to adhere to external regulations and rules.
AC 6.3 Summarise different face-to-face and blended learning and development approaches, including facilitation; training; coaching; and mentoring that you could use when developing the graduate trainee.
Facilitation
Facilitation forms an integral aspect of engagement in the organisation such as meetings or workshops and seeks to acquire comprehensive participation and interaction.
Training
Training is different in that it entails conveying new knowledge and skills to individuals or groups of people.
Coaching
Coaching largely concentrates on skill development and performance by offering one-on-one supervision and support.
Mentoring
Mentoring relates to an individual being around a more skilled and experienced person and offering them guidance and support on personal and development matters.
AC 6.4 Explain how, in the design and delivery of learning and development initiatives, individual requirements and preferences of the graduate trainee must be accommodated.
When it comes to the learning styles, it is recommended that a clear assessment of the trainee’s visual, auditory, and kinaesthetic styles is undertaken while customising the learning activities effectively.
Accessibility is another area that needs to be factored in when it comes to the design and delivery of learning and development initiatives.
AC 6.5 Discuss at least two methods of evaluating the graduate trainee’s learning and development and its impact.
The Kirkpatrick Model: a model for assessing the effectiveness of training programs. This school of thought evaluates training programs across four levels namely reaction, learning, behaviour, and results.
Success Case Method: a practice for assessing the effectiveness of a specific program through the identification and analysis of its most and least successful cases (Macfarlan and McGuiness, 2025).