3CO04 Assignment Example

The CIPD Level 3 unit 3CO04 Essentials of People Practice provides a foundational understanding of key HR and L&D principles for those new to the field or seeking to enhance their knowledge. It covers the employee lifecycle, from recruitment to separation, and explores related topics like talent management, learning and development, and employee relations. The unit also delves into relevant policies, laws, and regulations, equipping learners with the practical skills to support HR operations effectively. 

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 (ELC) represents the stages an employee goes through during their journey with an organization. As outlined by the CIPD (2022), understanding and managing the employee lifecycle is crucial for people practitioners to attract, develop, engage, and retain talent effectively. The following is a detailed explanation of the stages. 

Attraction 

In this stage, the focus is on creating a strong employer brand to attract the right talent. The role of people practitioner is to develop and communicate a strong and appealing brand, ensure that job descriptions and recruitment campaigns match organizational goals, use recruitment strategies that reach out to a diverse talent pool. 

Recruitment 

This is the stage of selecting the right candidates through the application of effective hiring processes. The contribution of the people practitioner is to design a recruitment process that is fair, use technology tools such as ATS to streamline the process, and ensure compliance with existing laws. 

Onboarding 

This is integrating new employees into the organization after recruitment. People practitioners design a structured program on onboarding, provide new hires with the tools and information that they need for work, and create an environment that is welcoming and engaging for these new workers.  

Development

This stage is about equipping employees with skills they need to succeed and grow in their roles. Practitioners perform this role by identifying training needs, designing learning and development, and provision of career progression via mentorship programs, among other things. 

Engagement 

This is the stage about keeping employees motivated and productive so that they are committed to the organization. The contribution of the practitioners is conducting regular employee engagement surveys, fostering collaboration and recognition, and creating opportunities for employees to contribute to overall customer experiences. 

Retention/Exit

This is about retaining employees or having them leave the organization. the practitioner develops competitive reward strategies and builds a positive organizational culture. Also, when employees have to leave for various reasons, such as through redundancies, the practitioner offers smooth offboarding, exit interviews, and maintains positive relationships with those leaving. 

AC 1.2 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 is a formal document that outlines the roles, responsibilities, and expectations of a specific job in an organization. Its purpose is to provide clarity of the duties and responsibilities of the role, act as a communication tool between the employer and potential employee, attract suitable candidates during recruitment, and act as reference point during performance appraisals, training, and role reviews. 

Its key contents are the job title, purpose of the role, key responsibilities, reporting structure, work environment, location and hours, and performance metrics. There could be more information attached to the role. 

Person specification on the other hand provides an outline of the qualifications, skills, experiences, and attributes that are required for an individual to perform a job effectively. The purpose is to define an ideal candidate profile, help recruiters assess candidates objectively during selection, and ensure that the process is fair and transparent (CIPD, 2022). Some of the key content is essential or desirable criteria, skills and competencies, qualifications, experience, and personal attributes. 

Job analysis is required to develop the two documents. Analysis involves gathering data, analyzing it, and documenting information about the specific job to understand its requirements and context. Using this information, the content of the job descriptions and person specification can be derived. 

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. 

The two recruitment methods that Inter Luxe Hotel Group can use are online job portals and local recruitment campaigns. 

Online job portal 

Online job portals available to the company include Indeed, LinkedIn, or hospitality specific sites such as CatererGlobal, which allows employers to post advertisements and reach out to broad audience. The use of these portals is ideal because of the wide reach, they are cost effective, and offer opportunities for targeted advertising. All the portals mentioned have millions of visitors daily, which increases the chances of reaching out potential candidates with the right qualifications. Moreover, the cost of placing an ad there is lower compared to traditional advertising methods. For advertisers, they have the chance on those websites to create an ad that targets a location, industry, etc., which increases the chances of getting the ideal candidate.  

Local recruitment campaigns

This involves advertising in nearby communities through methods such as posters in hotels, local newspapers, community centers, or establishing a partnership with a local vocational college or colleges or schools.  This method is appropriate due to the proximity of the candidates, immediate availability, and ability to appeal to students and part time workers (CIPD, 2021). Another reason is that hotel work requires flexible shifts so hiring a candidate from the local community reduces potential logistical issues such as commuting. Moreover, local candidates are likely ready to start work anytime soon with little or no impediments. 

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, corporate image. 

When creating recruitment copy for Food and Beverage Assistant vacancies at Inter Luxe Hotel Group, it’s crucial to ensure the content is clear, engaging, and aligned with organizational objectives. The factors to consider are as shown below. 

Budget 

The budget influences the scope and the quality of the recruitment copy. For instance, online job portals may charge for premium job posts that require concise and impactful language to deliver maximum value (CIPD, 2021). the same applies if the recruitment is local campaigns on local newspapers. 

Balance between accuracy and a positive image

Recruitment copy should provide accurate representation of the role of while highlighting the strengths of the organization. It should focus on the core responsibilities and key benefits. 

Space available 

The space available for content, whether on an online platform of a printed post should affect the level of detail. For instance, online job portals allow for unlimited content but there is a need to remain concise to make readability easier. 

Corporate image 

The recruitment copy should reflect on the brand identity of the organization. for Luxe Hotel Group, the copy should emphasize the commitment by the hotel chain to excellent customer service and employee development. The language used should be professional and it should align corporate values with its mission to attract the right candidates. 

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. 

Structured interviews 

A structured interview, as the name suggests, involves asking all candidates the same set of questions related to the job or role. The responses are evaluated using a consistent scoring system. It is ideal for this role because it could assess the interpersonal skills of the candidate, consistency and fairness, and focuses on job specific scenarios. For instance, during the interview, the managers can, using the responses by the candidates, determines if they possess the right communication, customer service, and problem-solving skills. it is also easy to assess candidate responses based on hypothetical scenarios (CIPD, 2022). 

Work trials 

In a work trial, the candidate is asked to perform a short, supervised shift in a food and beverage setting to demonstrate their skills that are suitable to the role. This method is ideal because the role of Food and Beverage Assistants is practical with tasks such as preparing orders, handling payments, and maintaining cleanliness. Candidates must be able to demonstrate those abilities in a practical scenario, such as a work trial. Also, in such a trial, it is possible to assess how well the candidate is able to operate in a team. Managers can assess the candidate’s attitude, speed, and adaptability during the trial, making it easier to determine fit for the role.

AC 2.4 Explain what selection records Inter Luxe Hotel Group should retain and why they should  retain these records.

To comply with legal, organizational, and ethical standards, it is important to the retain certain records. Doing so is part of an effective recruitment process and for Inter Luxe Hotel Group, the following records should be retained. 

Job advertisements and role specifications 

What should be retained is the copies of the ads, job specifications and person specification used during the recruitment process. Those documents should be retained for legal compliance to demonstrate that the job requirements were nondiscriminatory. They can also be a future reference should the need arise to recruit additional people for similar roles. 

Recruitment forms and resumes

What should be retained is the application forms, resumes, and cover letters. They are retained as they form part of the audit trail and can be used as defense against claims under Equality Act (2010) in the UK or similar laws in other countries (CIPD, 2021). It also forms a pool of potential futures in the future. 

Interview notes and assessment results 

The notes that are taken during interviews, scoring sheets and results from selection methods should be retained. The information is used as evidence for the selection of a specific candidate. They can also be used to defend against claims of discrimination or bias. 

Offer Letters and Acceptance Documentation

What should be retained as copies of offer letters, contracts, and correspondence regarding acceptance or rejection. They are retained to formalize the terms agreed upon with the selected candidate. Their selection is also done for audit purposes so as to ensure transparency and alignment with the recruitment policies. 

 AC 2.5 Write letters of appointment and non-appointment for the Food and Beverage Assistant  role.

Letter of Appointment

[Inter Luxe Hotel Group Letterhead]

[Date]

[Candidate’s Full Name]

[Candidate’s Address]

Dear [Candidate’s Name],

Offer of Appointment for Food and Beverage Assistant Role

We are delighted to offer you the position of Food and Beverage Assistant at Inter Luxe Hotel Group. After a thorough evaluation of your application and performance during the selection process, we believe you possess the skills, attitude, and enthusiasm required to excel in this role.

Your appointment will be subject to the terms and conditions outlined below:

Start Date: [Insert Start Date]

Work Location: [Hotel Name and Address]

Reporting To: [Manager’s Name and Position]

Compensation Package:

Basic Salary: [Amount] per [month/year]

Additional Benefits: [meals on duty, uniform, employee discounts]

Working Hours: [40 hours per week, shift-based schedule]

Probation Period: [Duration, three months] during which your performance will be reviewed.

Please refer to the enclosed Terms and Conditions of Employment for further details.

To confirm your acceptance of this offer, please sign and return one copy of this letter by [Deadline Date].

We are excited to have you as part of our team and look forward to working with you to provide exceptional service to our guests. If you have any questions, feel free to contact us at [HR contact details].

Yours sincerely,

[Your Full Name]

[Your Job Title]

Inter Luxe Hotel Group

Acknowledgment and Acceptance

I, [Candidate’s Full Name], accepted the offer of employment for the position of Food and Beverage Assistant at Inter Luxe Hotel Group under the terms outlined in this letter.

Signature: ___________________________

Date: _______________________________

Letter of non-appointment

[Your Company Letterhead]

[Date]

[Candidate’s Full Name]

[Candidate’s Address]

Dear [Candidate’s Name],

Outcome of Your Application for Food and Beverage Assistant Role

Thank you for applying for the position of Food and Beverage Assistant at Inter Luxe Hotel Group and for participating in our selection process.

After careful consideration of your application and interview performance, we regret to inform you that you have not been selected for the role on this occasion. The decision was not an easy one, given the high caliber of applicants.

We sincerely appreciate the time and effort you invested in the process and your interest in joining our organization. Your application demonstrated many strengths, and we encourage you to apply for other opportunities that may arise within Inter Luxe Hotel Group in the future.

Should you require feedback on your application or interview, please feel free to contact us at [HR contact details].

We wish you all the best in your future endeavors and hope to see your application again.

Yours sincerely,

[Your Full Name]

[Your Job Title]

Inter Luxe Hotel Group

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. 

Why work-life balance matters

Work-life balance is defined as the ability of an employee to handle work related responsibilities and family life commitments. Failure to achieve this balance is responsible for, or associated with, burnout, stress, anxiety, and mental health issues. On the other hand, when a person is able to achieve that balance, the result is increased productivity, improved employee wellbeing, enhanced retention and engagement, and employer reputation. 

The role of people practitioner 

To achieve work-life balance, people practitioners have an important role to play. they develop flexible work policies such as remote work and flexible hours, promote mental health initiatives, and provide clear communication around working time expectations. 

Legislation relevant to working time

There are several laws that govern working time to ensure that employees have enough rest and personal time. The following are the key ones. 

The Working Time Regulations (WTR)

Under the Working Time Regulations (1998) in the UK (or equivalent local legislation in other countries), the following rights apply: maximum weekly working hours, rest breaks, annual leave, and night work restrictions (CIPD, 2021). 

Flexible working legislation 

Employees with 26 weeks of continuous service have the right to request flexible working arrangements. Employers must respond within a reasonable timeframe and provide a valid reason if the request is denied.

Equality act (2010)

Promoting work-life balance must be inclusive. Under the Equality Act, offering flexible work options without discrimination (e.g., based on gender or family responsibilities) is critical. 

CIPD’s Perspective

The CIPD (2022) emphasizes that achieving work-life balance is not just a compliance issue but a strategic priority. According to the CIPD’s Good Work Agenda, organizations should provide employees with meaningful work with manageable workload, offer work autonomy and flexibility, and create an inclusive culture that prioritizes work-life balance.

AC 3.2 An explanation of what is meant by, and the importance of, wellbeing in the workplace.

Wellbeing is a state of physical, mental, financial, and social health. It obtains when the employees feel supported, healthy, engaged, and enabled to thrive professionally and personally. It has a direct impact on overall productivity of the employee, the level of their satisfaction, and ability to contribute to the organization and its success. CIPD (Chartered Institute of Personnel and Development) (2022) defines wellbeing as a product of creating an environment that promotes contentment for all and it benefits both the employees and the organization. 

Importance of wellbeing 

Wellbeing is associated with enhanced employee engagement and productivity. When the needs of the employees, such as financial, social, and others, are supported by the organization, the level of engagement increases, and the converse is true.   

Wellbeing is also associated with improved retention and attraction of talent. A workplace that prioritizes the wellbeing of workers is more attractive to potential candidates and it also reduces the intention to leave hence lower turnover rates. According to the CIPD (2021) report on health and wellbeing at work report, organisations with a strong wellbeing culture see better retention and recruitment outcomes. 

There is a link between wellbeing and better mental health outcomes. Since COVID pandemic, there is a growing realization of the need to support employees to achieve proper mental health. One way of doing this is to invest in a mental health support system. 

Moreover, investing in employee wellbeing is in compliance with legal and ethical obligations of companies. 

AC 3.3 A summary of the main points of discrimination legislation.

According to the UK’s Equality Act 2010, discrimination is unfair treatment based on specific protected characteristics (CIPD, 2021). Those characteristics are age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Therefore, in practice, discrimination could be deemed to have occurred if an organization hires people or promotes them based on race, color, religion, gender, sex, etc. Moreover, there are different types of discrimination, namely, direct discrimination, indirect discrimination, harassment, and victimization.  

Types of discrimination 

Direct discrimination is treating someone less favorably because of a protected characteristic. For instance, refusing to hire a candidate due to age. Indirect discrimination, on the other hand, is implementing policies or practices that disadvantages people with a protected characteristic. For instance, requiring employees to work late might disadvantage employees with caregiving responsibilities.  Harassment is engaging in unwanted behavior that is related to a protected characteristic, such as making derogatory remarks aimed at a person’s religion. Victimization is treating someone unfairly because they complained against discrimination or supported someone who made a complaint. 

Reasonable adjustments and equal pay 

The law requires employers to make reasonable adjustments to accommodate employees with special needs. This could include modifying equipment, changing work schedules, or providing additional support where required. The legislation provides provisions to ensure equal pay for men and women doing the same or equivalent work. 

Failure to comply with the law can lead to legal claims and financial penalties, reputational damage, or loss of employee trust and engagement. 

AC 3.4 An explanation of what diversity and inclusion mean and why they are important.

Diversity 

Diversity is the presence of differences within a group or an organization. Those differences could manifest in the form of demographic diversity or cognitive diversity. Demographic diversity is captured by age, gender, ethnicity, race, religion, socioeconomic status, among others (CIPD, 2021). cognitive diversity is the differences in perspectives, ideas, opinions, experiences, and approaches to problem solving. Diversity is an essential part of a dynamic workplace and acknowledging it helps an organization create a rich and varied workplace. 

Inclusion, on the other hand, is the practice of creating an environment where all individuals feel that they are valued, respected, and supported regardless of their differences. To build an inclusive workplace, an organization must encourage its employees to participate and diverse groups should be represented. Moreover, the organization needs to ensure equity in opportunity, access to resources, and inclusion in decision making processes. There is a need to foster a culture of belonging where individuals are authentic without fear of victimization, bias, or exclusion. 

Why Diversity and Inclusion Are Important

Enhanced creativity and innovation

Diverse workforce is more creative and innovative because different people bring different perspectives, ideas, and approaches to problem solving. This is responsible for boosting creativity and helps organizations create solutions that resonate with customers. 

Improved decision making

Inclusive teams are likely to make good decisions because there is greater participation. Thus, those in charge of decision making can hear multiple perspectives on the problem, consider different viewpoints, etc., which leads to more informed and balanced decisions. 

Increased employee engagement and retention 

Inclusive workplaces foster a sense of belonging and respect, which increases employee satisfaction, motivation, and loyalty. Employees are more likely to stay with organizations that value and support their individuality.

According to the CIPD (2022), organizations should aim to go beyond compliance by embedding inclusion into their core values, behaviors, and strategies.

AC 3.5 An explanation of the difference between fair and unfair dismissal.

Dismissals can be fair or unfair. A dismissal is fair if the employer has a valid reason for dismissal and a fair process was followed during dismissal as outlined by the law. According to Employment Rights Act 1996, dismissal is fair if it falls into the following categories. 

Capability or performance 

Under this category, the employees are unable to perform and their job to the required standard. For instance, an employee could continue to score poorly in performance review despite support and training. 

Conduct 

When an employee is engaged in conduct that is not appropriate, it breaches the company policies. For instance, engagement in theft or harassment of fellow employees. 

Redundancy 

When the role currently occupied by the employees is no long needed due to business reorganization, business closure, relocation, etc. 

Statutory requirements 

This could happen when an employee is not able to continue in their role. For instance, a driver or a medical practitioner losing their licenses. 

When any of those reasons are present, the correct procedure for dismissal is to inform the employee of the reason for the dismissal, provide evidence and conduct fair investigation, offer employees the chance to respond, follow organizational disciplinary procedures, and allow for an appeal. 

Unfair dismissal 

Dismissal is unfair if the employee is dismissed without a valid reason of the employer did not follow the due process. In the UK, an employee needs 2 years of continuous service to claim unfair dismissal under the law (CIPD, 2021). Therefore, are exceptions, though, such as a claim for discrimination. Examples of unfair dismissal are absence of valid reason, failure to follow due process, and automatically unfair dismissal. 

Task four – Guidance document (performance management and reward)

 AC 4.1 The purpose and typical components of performance management.

Performance management is an important process of aligning individual and organizational goals with the view of boosting overall performance and productivity. The purpose of performance management is as follows. 

Aligning objectives

This ensures that the individual objectives are aligned with the organizational goals and fostering a shared vision. This allows the organization and the individual to work collaboratively and not at cross purposes. 

Improving performance 

This identifies the strengths and areas required for improvement to enhance individual and team performance. 

Motivating employees 

Engages and motivates employees through clear expectations, recognition, and development opportunities.

Facilitating development 

Focuses on employee growth through feedback, training, and career development.

Enhancing communication 

Encourages ongoing conversations about performance, goals, and expectations between managers and employees.

Supporting decision making 

Provides data for making informed decisions on promotions, rewards, and development needs.

Driving organizational success 

Links employee contributions to the organization’s success by fostering accountability and continuous improvement.

Typical components of performance management 

Objective setting 

At this stage, the organization of the people management sets clear and measurable objectives at the beginning of the performance cycle. The goals should be SMART. 

Continuous feedback 

There are regular conversations between managers and employees to provide guidance and support. The feedback focuses on strengths and areas that require improvement. 

Performance appraisal 

This is the actual process of appraisal and it is used to formally review progress towards objective. It includes elements such as self-assessments, peer reviews, and manager evaluation (CIPD, 2022). Review is done using key performance indicators where progress is measured towards attainment of those indicators. 

Development planning

Based on the results of analysis of performance, development areas are identified and appropriate training, mentorship, or skill building opportunities provided. 

AC 4.2 Two factors that need to be considered when managing performance.

Managing performance is very important. This is because the objective of undertaking this process is to align the individual objectives with those of the organization. When this is done, there is a higher chance of attaining overall strategic objectives of the firm. This is especially the case considering that employee or human resources is one of the most important resources at the hands of the employees. The two factors to consider when managing for performance are as follows: 

Clear communication expectations 

The management needs to set up clear communication in terms of objectives, key performance indicators, and overall contributions to the organizational objectives. Each role needs clarity in the organization which helps align individual goals in that role with those of the organizational strategy. Those goals or objectives should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound) which is part of delivering clear communication (CIPD, 2022). Also, in the process of evaluating the organization, it is important to provide regular feedback and ensuring that employees have access to the necessary resources and support. 

Fairness and consistency 

In managing performance, fairness and consistency are required to build trust and prevent perceptions of bias or favoritism. Employees are likely to engage if they feel that their contributions to the organizations are assessed in a manner that is fair and equitable. The factors to consider to ensure fairness and consistency are the use of the objective metrics and criteria for evaluating performance and applying performance management processes across teams and departments. Also, workers should be given the chance to discuss their performance, share their perspectives, and appeal to decisions if needed. 

AC 4.3 Different methods of performance review.

Organizations can use a variety of performance review methods depending on their goals, culture, and the nature of employees’ roles. Below are some common methods:

Traditional Annual Appraisal

This is a formal one-year evaluation where the manager assesses the performance of an employee against pre-set goals or objectives. The benefit is that it sets a comprehensive overview of performance over a longer period. However, unlike new or emerging methods, it can feel outdated and disconnected with real time performance management. However, it is the most ideal for stable, long-term goals. 

360-Degree Feedback

As the name suggests, this approach seeks to collect data from multiple sources, such as peers, managers, customers, and subordinates. Its main benefit is that due to the use of multiple sources of data, it offers a holistic view of performance and it also focusses on interpersonal skills, which are critical in some areas, such as when handling the customer (CIPD, 2022). The downside is that it is time consuming and requires trust among the team members for honest feedback. It is best for roles that involve teamwork and leadership responsibilities. 

Objective-Based Reviews (Management by Objectives – MBO)

Using this approach, the employees and manager set specific, measurable goals together at the beginning of a cycle. Performance is then evaluated based on goal achievement. It promotes alignment with the organizational goals and provides clear benchmarks for success but on the other hand, the constant focus on outcomes could come at the expense of performance dimensions. However, this approach could be ideal for goal driven organizations. 

AC 5.1  Key components (financial and non-financial) that are required to achieve an effective total  reward system.

An effective total reward system combines financial and non-financial rewards to attract, retain, and motivate employees. It combines financial and non-financial components. 

Financial Rewards 

A financial reward directly impacts on the earnings of employees and their financial wellbeing. The following are the components of the financial reward system. 

Base pay 

This is the fixed salary or hourly wage that is provided to the employees performing their job roles. It is important because it forms the foundation of the compensation by the employee and its goal is to ensure fairness and competitiveness in the market. 

Variable pay

As the name suggests, this pay is variable and it is dependent on performance related bonuses, commissions, and profit-sharing schemes. Its objective is to encourage employees to put extra effort and hit set targets, aligning individual efforts with organizational goals. 

Benefits 

These are additional perks that are provided to the employees in the form of health insurance, retirement plans, pensions, paid leave, and stock options. The goal is to use them to provide employees with financial security, which enhances overall value of the reward package. 

Recognition bonuses 

These are spot bonuses or awards that are given to the employees for delivering exceptional performance or achievement. With this kind of rewards, an organization is able to reinforce positive behavior and boost employee morale. 

Non-financial rewards 

The focus on these rewards are factors that improve the overall employee experience and workplace satisfaction. The following are some of the non-financial rewards. 

Career development opportunities 

This involves giving employees the chance to improve their abilities via training and development, mentorship, and career progression pathways. The importance of this approach is that it demonstrates to the employees that commitment of the organization to their growth and it helps retain talent. 

Work-life balance

Involves giving employees flexible working hours, hybrid working arrangements, or additional leave entitlements. 

Recognition and appreciation 

This is public acknowledgment of achievements, certificates, or employee-of-the-month awards.

AC 5.2 How reward can motivate employees to perform.

Rewards play a critical role in influencing employee motivation, engagement, and performance. Based on established theories such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Vroom’s Expectancy Theory, rewards can effectively drive performance by addressing intrinsic and extrinsic motivators.

Extrinsic Rewards and Motivation

These refer to the tangible benefits that are provided by the employer to the employees in the form of salary increases, bonuses, and benefits. They motivate employes because they fulfil basic needs as well as offering incentives to achieve specific goals. There are three mechanisms through which extrinsic rewards and motivation operates, namely, positive reinforcement, goal achievement, and job security. 

Intrinsic rewards and motivation 

These rewards satisfy internal motivators such as personal growth, recognition and the sense of purpose. However, they are non-monetary in nature. The mechanism for the operation of these rewards and motivation are recognition and motivation, autonomy and empowerment, and purpose and meaning.  

Total reward approach 

A total reward system, as the name suggests, combines both financial and non-financial rewards to create a motivation strategy that is holistic. Accordign to CIPD (2022), such an approach is better and aligns with the employee motivation and organizational goals. It also addresses the diverse needs of the employee. For example, a Food and Beverage Assistant at Luxe Hotel Group may be motivated by a competitive pay, which is extrinsic reward, with recognition for excellent service, which is intrinsic reward. This suggests that the best results are achieved by a combination of both intrinsic and extrinsic motivators. 

AC 5.3 At least two reasons for treating employees fairly in relation to pay.

Employees should be treated fairly in relation to pay. In the majority of cases, while it is the right thing to do, it is also an imperative for the following two main reasons.

Legal compliance and avoiding discrimination 

According to Equality Act 2010 (in the UK), employers are required to offer equal pay for equal work for employees. failure to comply with this law could lead to legal consequences and reputational damage (CIPD, 2021). Moreover, enactment of fair pay practices help prevent claims of pay discrimination based on protected characteristics such as gender, sex, age, etc. Thus, by being fair on matters related to pay, an organization is able to avoid legal risks and financial penalties for failure to follow the law. For example, ensuring that there is pay equity between male and female employees in the same role prevents pay gaps and this supports a legally compliant workforce. 

Enhancing employee engagement and retention 

Fair contributes to a sense of equity in terms of treatment in the organization. This in turn creates employee satisfaction, which is associated with low turnover and higher organizational commitment. Conversely, perceived pay unfairness can lead to dissatisfaction, low morale, and higher turnover rates, which increase recruitment and training costs.

According to the CIPD, fair and transparent pay practices are critical for building trust and maintaining a positive employer-employee relationship. They also align with ethical practices and support the development of a positive workplace culture.

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

Organizations invest in learning and development activities of their employees. This is part of an ongoing process of improving the overall quality of their human resources. In this case, it is important for Inter Luxe Hotel Group to offer graduate trainees learning and development activities. the benefits are many and they are as follows: 

Skill development 

Learning and development for the graduate trainees would arm them with the skills and knowledge that they require to succeed in their roles. Often, as students graduate from colleges or learning institutions, they lack the practical skills required in a real work setting (CIPD, 2021). However, through programs such as training and development, they are able to acquire the necessary skills they need to excel in their roles. Under this training, for instance, the trainees can learn about key areas such as hotel operations, customer service, team management, and problem solving. 

Career progression 

Learning and development imparts graduate trainees with vital skills that allow them to thrive in the hospitality industry. Those skills are transferable in other roles in the hotel and in the industry at large, helping them accelerate their career growth. 

Confidence and motivation

The skills gained through this crucial stage of learning boosts their confidence, allowing them to perform their roles effectively. In addition, it creates or fosters a feeling of engagement, motivation, and a sense of loyalty to the organization. 

Understanding organizational culture

Another benefit is that through the exposure to the Luxe hotel values during training provides them with insight into the company culture and expectations. This helps them integrate and align their performance with organizational goals. 

AC 6.2 Describe different types of learning needs and reasons why they arise for the graduate  trainee and Inter Luxe Hotel Group.

Learning needs are gaps between the current level of skills, knowledge or behaviors and the desired level of effective performance. Both the graduate trainee and Inter Luxe Hotel Group have specific learning needs that arise from various factors.

The type of learning need for graduate trainees are as follows: 

Induction needs 

Upon joining the hotel, the graduate trainee must understand the organizational culture, policies, processes and expectations. Through induction, the trainees will be able to transition to their roles smoothly. 

Technical/role specific needs

As the employees undertake rotation in different departments, they acquire skills related to their jobs in every area. For instance, it is important for the trainees to gain skills in beverage operations, front desk operations, and sales techniques. 

Behavioral and soft skills 

These are skills that are strong in interpersonal, communication, and problem-solving skills. Developing these competencies ensures effective interaction with colleagues and guests.

Career development needs 

To prepare the graduate trainee for future leadership roles, learning needs related to management, leadership, and strategic decision-making arise.

Types of learning needs for Inter Luxe Hotel group

The hotel group also needs to learn in certain areas as shown in the following. 

Organizational needs

To ensure consistent service delivery across its global locations, the organization needs to train employees on its service standards, customer experience protocols, and brand values.

Compliance needs 

Inter Luxe must ensure that employees, including trainees, comply with legal and industry standards, such as health and safety, food hygiene, and anti-discrimination policies.

Technology needs 

Advances in hospitality technology, such as property management systems (PMS) and digital guest services, require employees to adapt and learn new tools.

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.

Developing the graduate trainee at Inter Luxe Hotel Group requires a variety of learning and development approaches to suit different learning styles and achieve the desired outcomes. Below is an overview of face-to-face and blended approaches, focusing on facilitation, training, coaching, and mentoring.

Face-to-Face Learning and Development Approaches

There are various approaches to face to learning and they include the following:

Facilitation

This is defined as guided discussion which encourage the participants to collaborate and this helps the learners to uncover insights by drawing on their own experiences.  This is applied in interactive workshops or team-building activities where the graduate trainee engages in problem-solving and shares ideas with peers (Armstrong, 2021). Its main benefits are that it promotes active participation, encourages creativity, and supports the development of critical thinking and teamwork skills.

Training 

Training involves structured learning sessions that are designed to impart specific knowledge or skills. it is applicable in situations such as classroom training for specific roles like customer service. Offers a standardized approach to skill development, ensuring consistent learning across employees.

Coaching 

Coaching is a standardized or personalized one-on-one approach where the coach helps the trainee to achieve specific goals by providing guidance and feedback. this approach is ideal when coaching learners to gain skills required in leadership. The benefit is that coaching can be trained to the needs of the individual which encourages self-reflection and supports professional growth. 

Mentoring 

This occurs when an employee with more experience provides guidance to younger employees by sharing insights and advice to help them develop professionally. 

Blended learning 

This combines traditional learning with modern approaches to learning. For instance, it could combine in-person facilitation with vital tools such as online forums or collaborative platforms such as Microsoft Team or Zoom.  

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 designing and delivering learning and development (L&D) initiatives for the graduate trainee at Inter Luxe Hotel Group, it is crucial to consider their individual requirements and preferences to ensure engagement, effectiveness, and the desired learning outcomes. Below are the key considerations:

Learning styles 

People have different learning preferences and this means that there is a need to design or customize learning style to fit the needs of the student. This means that there is a need to determine if the learning needs of the students are either visual, auditory, reading/writing, or kinesthetic (VARK model) (Bratton & Gold, 2017). Visual learners need the use of diagrams, videos, and infographics but auditory learners need styles that focus on discussions, podcasts, and verbal instructions. For kinesthetic learners, hands-on practice or role playing could be ideal. Customizing learning to the needs of the learner helps in improving engagement by tailoring the approach to the way the trainee learns best.

Skill level prior knowledge 

Assessing the trainee’s existing skills and knowledge ensures the program starts at the appropriate level, avoiding redundancy or overwhelming them with complexity.

This can be implemented by conducting pre-assessment to identify knowledge gaps and strengths as well as personalizing learning plans to focus on areas that are needed by the trainee. The benefit of this approach is that it builds confidence which ensures that the content is relevant and challenging at the same time. 

Cultural language considerations 

Since Inter Luxe Hotel Group operates in a multinational setting, the trainee’s cultural background and language proficiency should be considered in the design of L&D initiatives. To achieve that goal, the best approach is the use of culturally inclusive examples and case studies to make learning more relatable. 

AC 6.5 Discuss at least two methods of evaluating the graduate trainee’s learning and  development and its impact.

Evaluating the effectiveness of learning and development (L&D) programs for the graduate trainee is critical to ensure the learning objectives are achieved and the trainee’s development aligns with organizational goals. Here are two methods to evaluate the trainee’s learning and its impact:

Kirkpatrick’s Four-Level Model of Evaluation

This framework provides a structured approach to assess L&D programs across four levels:

Reaction 

It measures the graduate trainee’s immediate feedback on learning experience. The reaction, for instance, could be about the satisfaction with the training content, delivery, or relevance to the role. It can be implemented using post training surveys or feedback to gather insights or information (Kirkpatrick & Kirkpatrick, 2006). These surveys could be formal or informal as the case might but the most important thing is to understand the perspective of the learners. 

Learning

During learning, the objective is to measure knowledge, skills, or competencies the trainee gained during the program. It could be implemented using pre and post training assessments and the use of practical demonstrations to gauge the understanding of the learner. Other elements of this model are behavior and results. 

360-Degree Feedback

360-degree feedback involves gathering input from a range of stakeholders to evaluate the graduate trainee’s performance and development.

This measures the skills, behaviors and overall performance of the trainee as observed by colleagues, managers, and other stakeholders such as customers. It is implemented using feedback from line managers, colleagues, and customers. It compares the feedback with the self-assessments from trainees to identify strengths and areas that require self-improvement. 

References

Armstrong, M. (2021). Armstrong’s handbook of strategic human resource management (7th ed.). Kogan Page.

Bratton, J., & Gold, J. (2017). Human resource management: Theory and practice (6th ed.). Palgrave Macmillan.

Chartered Institute of Personnel and Development (CIPD). (2021). The employee lifecycle: Maximising people’s contribution. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Job design and analysis. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Recruitment: An overview. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Selection methods. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Work-life balance: Guide for HR practitioners. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Health and wellbeing at work 2021: Survey report. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Diversity and inclusion at work: Facing up to the business case. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Discrimination law and employment rights. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Dismissals: Fair and unfair treatment. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Performance management: An overview. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Reward strategy and management. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Learning and development: Driving business performance. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2021). Evaluating learning and development. Retrieved from https://www.cipd.co.uk

Chartered Institute of Personnel and Development (CIPD). (2022). Employment law and relations: An introduction. Retrieved from https://www.cipd.co.uk

Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels (3rd ed.). Berrett-Koehler Publishers.

Must Read:

• 3CO04 Essentials of People Practice