T Level Management & Administration

Task 1.1 — Investigate the brief

Your complete field guide. Everything you need is here. Internet is allowed — use this page during the assessment.

20 marks 8 hours Internet allowed 3 mark grids

What this task is

Your job in Task 1.1

You are not a student in this assessment. You are a project coordinator working for a real business. You have been given a problem to solve, and Task 1.1 is where you investigate that problem, research possible solutions, and recommend the best one — with evidence.

Think of it like this: your line manager has handed you a brief and said "go find out everything you need to know, then tell me what we should do and why." That is exactly what Task 1.1 asks for.

1

Write an introduction

State your role, the problem you are solving, and why it matters to this business. Write in the first person as the coordinator.

2

Complete a PESTLE analysis

Analyse external factors affecting the business and industry. 3 points per letter, all using the What / So What / Now What formula.

3

Complete a SWOT analysis

Strengths and Weaknesses from the brief. Opportunities and Threats directly from your PESTLE.

4

Present two solutions

Propose two different approaches to solving the problem. Include advantages, disadvantages, and a Cost Benefit Analysis for both.

5

Recommend your final solution

Justify your chosen solution using your PESTLE, SWOT, and CBA findings. Reference business theory and the organisation's needs.

6

Complete your research table

Set this up first, fill it throughout. Every source — websites, reports, AI, data — must be listed with URL, type (quant/qual), and relevance.

Assessment

The mark scheme — 3 grids, 20 marks

Grid	Marks	Assessment objective	What the marker looks for
1	6	Planning & research (AO1, AO3)	Logical research plan, all brief areas covered, variety of quality sources, clear referencing throughout
2	6	Core knowledge (AO2a)	PESTLE & SWOT applied with depth and relevance, business context shown, theory and models used — not just named
3	8	Core skills & maths (AO2b, AO4a)	Accurate CBA with real evidenced figures, calculations clearly shown, financial impact on decision justified

Grid 3 carries the most marks (8). This is your Cost Benefit Analysis. Vague figures with no sources will cost you the most marks in this task. Every single cost and benefit must be researched, evidenced, and calculated.

Order of work

How to spend your 8 hours

Hour 1

Set up & research plan

Open your research table. Write your introduction. Identify every heading the task sheet asks for. Begin PESTLE research — find your data sources first.

Hours 2–3

PESTLE analysis

Write all 6 sections. 3 points per letter. Apply What / So What / Now What to every point. Hyperlink sources as you go into your research table.

Hour 4

SWOT analysis

Pull Opportunities and Threats from PESTLE. Write Strengths and Weaknesses from the brief. Check every point has So What and Now What.

Hours 5–6

Two solutions + CBA

Research real costs for both solutions. Build your CBA table with actual figures. Calculate net benefit for each. Identify advantages and disadvantages.

Hour 7

Final solution & justification

Write your final recommendation. Reference your PESTLE, SWOT, CBA findings. Use business theory. Link to the organisation's values and needs.

Hour 8

Research table & review

Complete and check your research table. Ensure every source is hyperlinked, labelled quant or qual, and linked to the relevant section. Proofread everything.

Golden rules

Do and don't

Do

✓Write in role — you are a project coordinator, not a student

✓Apply What / So What / Now What to every PESTLE and SWOT point

✓Include real data — £ figures, percentages, dates, named legislation

✓Reference everything — sources, AI tools, data, legislation

✓Show CBA calculations clearly — do the maths, don't just list numbers

✓Use headings from the task sheet as your document headings

✓Connect PESTLE → SWOT → Solutions → Final recommendation logically

✓Use a variety of source types: gov data, industry reports, news, CIPD

Don't

✗Use GCSE Bitesize as a source — use it to understand, never cite it

✗Have a PESTLE with no connection to your final solution

✗Write vague costs like "roughly £500" — find the real figure

✗Submit entirely AI-generated content without referencing it

✗Skip legal, environmental, or social factors in PESTLE

✗Name a business theory without applying it to your scenario

✗Copy and paste from the brief without analysis

✗Leave the research table until the very end — you'll miss sources

Document structure

How to structure your answer

The exact order and format your document should follow — with guidance on what to write in each section.

Core technique

The What / So What / Now What formula

Use this for every single point in your PESTLE and SWOT. It is the difference between analysis and description. Description gets low marks. Analysis gets high marks.

01

What

State the specific factor. Name it precisely. Include data, a date, and a cited source. Never be vague — "the economy is hard" is not a What.

02

So what

Explain why this matters to the business. Who is affected? What is the financial, operational, or human impact? This is your analysis.

03

Now what

What should the business do about this? This is where you connect every PESTLE point back to your solution. The logical thread starts here.

Sentence starters for each step

WHAT — starters

"In [year], [named legislation/data]..."
"According to [source], [statistic]..."
"[Named act/policy] requires that..."

SO WHAT — starters

"This means that for the business..."
"As a result, the organisation faces..."
"This directly impacts [stakeholder] by..."

NOW WHAT — starters

"Therefore, the business should..."
"I recommend that the organisation..."
"To address this, my proposed solution will..."

Document order

Section-by-section structure guide

1

Introduction

State your role (the one given in the brief — not "T Level student"). Describe the problem you are solving and why it matters. Mention the impact if the problem is not solved. Keep this to 1–2 paragraphs but make it specific to the brief. Example: "As Project Coordinator for [business name], I have been tasked with addressing [specific problem]. This is impacting [area] and if left unresolved, will result in [consequence]."

2

PESTLE analysis

6 sections (P, E, S, T, L, E). 3 points per letter. Every point uses What / So What / Now What. Points should connect to the industry, the business, and your solution. Hyperlink every source. See the PESTLE Deep Dive tab for full guidance.

3

SWOT analysis

Four quadrants. Strengths and Weaknesses from the brief. Opportunities and Threats from your PESTLE. Every point uses What / So What / Now What. Aim for 3–4 points per quadrant. See the SWOT Deep Dive tab for full guidance.

4

Two potential solutions

Present two clearly labelled solutions (Solution 1 and Solution 2). For each: describe it clearly, list advantages and disadvantages (at least 3 each), and provide a Cost Benefit Analysis table with real sourced figures. The solutions should emerge logically from your SWOT and PESTLE — not appear from nowhere.

5

Decision matrix (optional but recommended)

A scored table comparing both solutions across criteria like cost, time, risk, stakeholder impact, and alignment with company values. Helps justify your final choice numerically. Use weighted scoring for extra credibility.

6

Final recommended solution

Justify your choice using: your PESTLE findings, SWOT analysis, CBA data, organisational values, stakeholder needs, and business theory. This should be your most convincing writing. Name specific models and theories that support your decision (e.g. Kotter's change model, Maslow's hierarchy, Lewin's change model).

7

Research table

Place at the end. Set it up at the start. Columns: Source name | URL | Quantitative or Qualitative | How it contributed to your research | Which area of the brief it relates to. Include every source used — including AI. Aim for at least 10 varied, high-quality sources.

Research table

How to format your research table

This is the evidence of your research. Markers use it to verify your sources. A weak research table = lower Grid 1 marks. Every hyperlink in your document should appear here.

Source	URL	Type	How it helped	Brief area
ONS Labour Market Overview	ons.gov.uk	Quantitative	Provided employment rate and wage growth data for Economic PESTLE point	Economic environment
CIPD Recruitment Cost Report	cipd.org	Quantitative	Cost per hire figures used in CBA calculation	Solution costing
Equality Act 2010	legislation.gov.uk	Qualitative	Legal PESTLE — compliance requirements for equal treatment	Legal factors
Microsoft Copilot	copilot.microsoft.com	AI tool	Used to generate initial PESTLE ideas; all points verified and rewritten	Research planning

AI referencing format: "Generated by [tool name], prompt: '[your exact prompt]', [date]." You must always state the prompt you used — not just the tool name.

Analysis tool

PESTLE — deep dive

Everything you need to write a high-scoring PESTLE. Prompts, worked examples, and data sources for every letter.

Structure

3 points per letter — the non-negotiable rule

1

Industry-wide point

A factor that affects all businesses in this sector, not just this one. Shows commercial awareness beyond the brief. Example: rising National Living Wage affects all UK employers, not just this business.

2

Specific to this business

Pull a detail directly from the brief — a figure, a challenge, a named person or process. Shows you've read and understood the specific scenario deeply.

3

Links to your final solution

A point that directly supports why your chosen solution is the right one. This creates the logical thread from PESTLE through to your recommendation. Without this, your PESTLE feels disconnected.

All 6 letters

PESTLE prompt cards with data sources

P

Political

National Living Wage legislation (Gov.uk)

Government employment policy changes

Levelling Up agenda / regional investment

Post-Brexit labour supply impact

Government skills bootcamp funding

NHS / public sector budget decisions

Gov.uk Legislation.gov.uk

E

Economic

UK inflation rate / CPI (ONS)

National Living Wage: £12.21/hr (Apr 2025)

Recruitment cost per hire: £3,000–£5,000 (CIPD)

UK unemployment rate (ONS Labour Market)

Consumer spending / GDP growth data

Interest rates impact on business investment

ONS.gov.uk CIPD.org

S

Social

Gen Z: 77% would leave jobs without flexibility (Deloitte 2024)

UK ageing workforce / skills gap

Mental health at work: 1 in 6 workers (Mind)

Work-life balance expectations rising

Diversity, equity and inclusion expectations

Cost of living impact on staff loyalty

Deloitte Mind.org.uk

T

Technological

AI in recruitment screening (LinkedIn, Indeed)

HR software: BambooHR, Sage HR, Workday

Hybrid working tools: Teams, Zoom, Slack

Learning Management Systems (LMS) for training

Data analytics for employee performance tracking

Automation reducing admin roles

Tech press CIPD

L

Legal

Equality Act 2010 — protected characteristics

Health & Safety at Work Act 1974

Employment Rights Act 1996

GDPR / UK Data Protection Act 2018

Working Time Regulations 1998

National Minimum Wage Act 1998

Legislation.gov.uk ACAS.org.uk

E

Environmental

UK Net Zero by 2050 target (Gov.uk)

ESG reporting — pressure from investors

Remote / hybrid working reduces commuting emissions

Green procurement policies in public sector

Carbon footprint reporting expectations

Sustainable workplace practices (recycling, energy)

Gov.uk ESG reports

Worked example

Full Economic PESTLE point — A-grade style

Economic point 1 — industry-wide

What: The UK National Living Wage increased to £12.21 per hour in April 2025, representing a 6.7% rise from the previous year (Gov.uk, 2025).

So what: For businesses in the retail and service sectors, which are heavily reliant on large numbers of entry-level staff, this directly increases the payroll budget. Research by the CIPD (2024) estimates the average cost of replacing a single employee is between £3,000 and £5,000 when recruitment, onboarding, and lost productivity are factored in. With high staff turnover, this creates a compounding financial burden — the business is paying more per hour while simultaneously spending thousands replacing those who leave.

Now what: This creates a strong financial case for investing in retention. If the business can reduce turnover by implementing a structured employee development programme, the long-term savings will outweigh the upfront investment — which my proposed solution demonstrates clearly in the Cost Benefit Analysis.

Legal point — specific legislation

What: The Equality Act 2010 requires all UK employers to ensure employees are not discriminated against on the basis of any of the nine protected characteristics, including age, gender, and disability (Legislation.gov.uk, 2010).

So what: For this business, any new policy introduced to address staff turnover — such as a flexible working programme or development scheme — must be designed and implemented in a way that is equally accessible to all employees, regardless of their protected characteristics. Failure to do so could expose the business to Employment Tribunal claims, legal costs, and reputational damage.

Now what: My proposed solution has been designed with equal access in mind. The employee development programme will be offered to all staff across all departments, ensuring compliance with the Equality Act and supporting the organisation's commitment to diversity and inclusion.

Common mistakes

What low-scoring PESTLE points look like

WEAK — scores 0–1 marks

"Society is changing and people want better jobs. This is affecting businesses everywhere. The business needs to respond."

Why it fails: vague, no data, no source, no So What, no Now What, not linked to solution

STRONG — scores full marks

"A 2024 Deloitte survey found 77% of Gen Z workers would consider leaving a job that doesn't offer flexible working arrangements. This means the business risks losing a significant proportion of its younger workforce if it does not adapt its people management approach — making a flexible working policy a key element of my proposed retention strategy."

Why it works: specific stat, named source, So What, Now What, links to solution

Analysis tool

SWOT — deep dive

How to build a SWOT that connects to your PESTLE and flows logically to your final solution.

Key rule

Where each quadrant comes from

Strengths

Source: the project brief

What is the business already good at?

What internal resources does it have?

What gives it an advantage over competitors?

One strength that supports your solution

Internal · From the brief + your own ideas

Weaknesses

Source: the project brief

What problems does the brief describe?

What internal gaps or shortfalls exist?

What is holding the business back?

One weakness your solution directly fixes

Internal · From the brief + your own ideas

Opportunities

Source: your PESTLE (P, E, S, T, L, E)

External trends the business can benefit from

Market gaps it could exploit

One opportunity that supports your solution

External · Carry across from PESTLE

Threats

Source: your PESTLE (P, E, S, T, L, E)

External risks outside the business's control

Competitor actions, legislative changes

One threat that makes your solution urgent

External · Carry across from PESTLE

The golden thread: If you cannot draw a line from a PESTLE point to an Opportunity or Threat in your SWOT, and then to your final solution — that point is not doing enough work. Every element should connect.

Worked examples

Full SWOT points — A-grade style

Strength — from the brief

What: The business has an established HR team with existing experience in employee engagement and a dedicated training budget of £15,000 per annum (as stated in the project brief).

So what: This means the organisation already has the internal capability and financial resource to design and deliver a retention programme without relying entirely on external consultants, which would significantly reduce implementation costs compared to a fully outsourced approach.

Now what: My proposed solution leverages this existing strength by using the internal HR team to develop and deliver a structured employee development programme, making Solution A more cost-effective and sustainable than Solution B.

Weakness — from the brief

What: The business is experiencing a staff turnover rate of 28% annually, which is significantly above the UK retail sector average of 22% (CIPD, 2024).

So what: This above-average turnover rate indicates a systemic issue with employee retention. Each departure costs the business an estimated £3,000–£5,000 in recruitment and onboarding — meaning turnover is costing the business between £90,000 and £150,000 per year based on current headcount.

Now what: Addressing this weakness is the primary objective of my proposed solution. A structured retention programme targeting the root causes of turnover could reduce the rate to the sector average within 12 months, delivering a significant return on investment.

Opportunity — from PESTLE (Social)

What: Growing demand among the Gen Z and Millennial workforce for career development, flexible working, and meaningful work (Deloitte Global Workforce Survey, 2024).

So what: The business has an opportunity to position itself as an employer of choice by proactively addressing these expectations through structured development pathways. Organisations that invest in learning and development see 34% higher retention rates, according to LinkedIn Learning (2023).

Now what: My proposed solution — a structured employee development programme — directly capitalises on this opportunity by meeting what the workforce actually wants, making it a strategic as well as operational investment.

Threat — from PESTLE (Economic)

What: Rising National Living Wage (£12.21/hr from April 2025) combined with high inflation is increasing the cost of replacing staff significantly year on year.

So what: Competitors in the same sector who invest in retention now will have a lower cost base and more experienced workforce in 12–18 months. Businesses that do not act risk falling further behind on both cost efficiency and talent quality — a compounding competitive disadvantage.

Now what: This threat makes immediate action urgent. My proposed solution, if implemented within the next quarter, will reduce turnover before the next wage increase further raises the cost of inaction.

Useful models

Business theory to reference in your SWOT

Referencing named models and theories in your SWOT earns extra marks under Grid 2 (core knowledge). Name the model, then apply it to your scenario — never just define it.

Ansoff Matrix

Use in Opportunities/Threats to discuss whether the business should pursue market penetration, development, or diversification in response to external pressures.

Porter's Five Forces

Use in Threats to discuss competitive rivalry, supplier power, or the threat of new entrants as external pressures on the business.

Maslow's Hierarchy of Needs

Use in Strengths/Weaknesses or Opportunities to discuss whether the business meets employees' esteem and self-actualisation needs — directly relevant to retention problems.

Herzberg's Two-Factor Theory

Use when discussing motivation. Hygiene factors (pay, conditions) prevent dissatisfaction; motivators (recognition, growth) drive engagement. Link to your retention solution.

Grid 3 — 8 marks

CBA & solutions

The highest-value section of Task 1.1. How to structure your two solutions, build a proper Cost Benefit Analysis, and justify your final choice.

Two solutions

How to present your two solutions

Your two solutions should emerge naturally from your PESTLE and SWOT — they should not feel random. The marker should be able to read your analysis and see why these two options make sense.

1

Label them clearly

"Solution 1 — [Name]" and "Solution 2 — [Name]". Never leave them ambiguous. Give each a descriptive name e.g. "Solution 1 — Employee Development Programme" and "Solution 2 — Outsourced Recruitment Agency."

2

Describe each one

1–2 paragraphs explaining what the solution involves, how it would be implemented, and what it would achieve. Write as a coordinator recommending it to a director.

3

Advantages and disadvantages (3+ each)

Use the task sheet headings — if it asks for Adv/Disadv, use those as your subheadings. Use What / So What / Now What here too. Don't just list — analyse.

4

Cost Benefit Analysis for both

A comparative table with real, sourced figures. Show the maths. Calculate the net benefit (total benefits minus total costs). This is where Grid 3 marks are won or lost.

Grid 3 — 8 marks

How to build your Cost Benefit Analysis

This is the highest-scoring section in Task 1.1. The marker wants to see real numbers, from real sources, with real calculations. "Roughly £500" scores zero. "£4,200 (BambooHR pricing, 2025)" scores marks.

Example CBA table — staff retention scenario

Item	Solution 1 — Development Programme	Solution 2 — Outsourced Recruitment Agency	Source
Initial setup cost	£2,500 (LMS platform — BambooHR)	£0 setup	BambooHR.com, 2025
Annual ongoing cost	£4,200 (HR time + materials)	£12,000/yr (agency fee 20% of salary × 6 hires)	CIPD Recruitment Report 2024
Training / delivery cost	£1,800 (external facilitator, 2 sessions)	£600 (onboarding new staff)	TrainingZone.co.uk, 2025
Expected annual saving	£24,000 (reducing 8 replacements to 2)	£9,000 (reducing 6 replacements)	CIPD avg cost per hire £3,000
Expected benefit (non-financial)	Higher morale, better service quality, team stability	Faster vacancy fill, flexible headcount	CIPD Employee Outlook 2024
Net benefit (Year 1)	£15,500 net gain	−£3,600 net loss	Calculated above
Net benefit (Year 2+)	£19,800/yr net gain	−£3,600/yr continuing	Setup cost not repeated

Show your working. Below the table, write out the calculations: "Solution 1 net benefit Year 1 = £24,000 − £2,500 − £4,200 − £1,800 = £15,500." Markers need to see the arithmetic, not just the answer.

Decision matrix

Decision matrix — how to score your solutions

A weighted decision matrix lets you compare solutions across multiple criteria and justify your final choice numerically. Use this in addition to (not instead of) your CBA.

Criterion	Weight	Solution 1 score (1–5)	Sol 1 weighted	Solution 2 score (1–5)	Sol 2 weighted
Cost effectiveness	30%	5	1.50	2	0.60
Ease of implementation	20%	3	0.60	4	0.80
Long-term impact	25%	5	1.25	2	0.50
Staff impact / morale	15%	5	0.75	3	0.45
Risk level	10%	4	0.40	3	0.30
Total	100%		4.50		2.65

Final solution

How to justify your final recommendation

Your final solution section should weave together everything you have done in Task 1.1. Reference each element explicitly.

★Reference your CBA: "As demonstrated in my Cost Benefit Analysis, Solution 1 delivers a net gain of £15,500 in Year 1..."

★Reference your PESTLE: "Given the rising National Living Wage identified in my Economic PESTLE point, the cost of inaction will only increase..."

★Reference your SWOT: "Solution 1 directly addresses the Weakness of high turnover cost while capitalising on the Opportunity of growing demand for development..."

★Reference organisation values: "This recommendation aligns with the company's stated commitment to employee wellbeing as outlined in the project brief..."

★Name a business theory: "Using Kotter's 8-Step Change Model as a framework, the implementation of Solution 1 will be managed in structured phases..."

★Address stakeholders: "Key stakeholders including HR directors and line managers will benefit from reduced recruitment burden, as mapped in my stakeholder analysis..."

Research bank

Research sources

Pre-vetted, high-quality sources across every PESTLE category. Use these to find real data for your analysis. All are free to access.

Political sources

Political — government & policy

Source	What you find there	Type	URL
Gov.uk — National Minimum Wage	Official current NLW/NMW rates, history, upcoming changes	Quantitative	gov.uk/national-minimum-wage-rates
Gov.uk — Skills & Training	Government skills bootcamps, apprenticeship levy, training funding	Policy	gov.uk/skills-bootcamps
Parliament.uk	Bills, Acts, debates on employment law changes	Qualitative	parliament.uk
Legislation.gov.uk	Full text of all UK Acts — Employment Rights, Equality Act, H&S	Legal	legislation.gov.uk
ACAS — Employment advice	Practical guidance on employment law, disciplinary, dismissal	Qualitative	acas.org.uk

Economic sources

Economic — data & statistics

Source	What you find there	Type	URL
ONS — Labour Market Overview	UK unemployment rate, employment levels, wage growth, hours worked	Quantitative	ons.gov.uk/labourmarket
ONS — Consumer Price Inflation	CPI, CPIH, inflation rates by month and year	Quantitative	ons.gov.uk/inflation
Bank of England	Interest rates, monetary policy, economic forecasts	Quantitative	bankofengland.co.uk
CIPD — Recruitment & Retention	Cost per hire, turnover rates by sector, HR benchmarks	Quantitative	cipd.org/resourcing
CIPD — Labour Market Outlook	Quarterly hiring intentions, skills shortages, pay forecasts	Quantitative	cipd.org/labour-market
Statista (free previews)	Industry-specific statistics, market size data, salary benchmarks	Quantitative	statista.com

Social sources

Social — workforce & society

Source	What you find there	Type	URL
Deloitte Global Gen Z & Millennial Survey	Annual survey on what younger workers want from employers — flexibility, purpose, wellbeing	Qualitative/Quant	deloitte.com/genz-survey
Mind — Mental Health at Work	Statistics on mental health in the workplace, cost to employers	Quantitative	mind.org.uk/workplace
LinkedIn — Workforce Learning Report	Data on L&D investment, retention rates, employee development trends	Quantitative	learning.linkedin.com/report
ONS — Population & Demographics	UK workforce age profile, population projections, migration data	Quantitative	ons.gov.uk/population
CIPD — Health & Wellbeing at Work	Annual survey on absence, wellbeing, burnout, presenteeism	Quantitative	cipd.org/wellbeing
Glassdoor — Workplace Insights	Employee satisfaction data, review trends, employer benchmarks	Qualitative	glassdoor.co.uk/research

Technological sources

Technological — innovation & tools

Source	What you find there	Type	URL
BambooHR — Pricing	HR software costs, feature comparison — useful for CBA	Quantitative	bamboohr.com/pricing
Sage HR	UK-specific HR software, pricing, onboarding tools	Quantitative	sage.com/hr
CIPD — Technology & the Future of Work	AI in HR, automation trends, digital HR adoption rates	Qualitative	cipd.org/technology
Microsoft — Modern Work Insights	Hybrid working statistics, Teams adoption, productivity data	Quantitative	microsoft.com/worklab
TrainingZone.co.uk	L&D trends, training delivery costs, e-learning statistics	Qualitative	trainingzone.co.uk

Legal sources

Legal — legislation & compliance

Legislation	Key points relevant to ESP	URL
Equality Act 2010	9 protected characteristics; all HR policies must comply; direct/indirect discrimination; reasonable adjustments	legislation.gov.uk — Equality Act 2010
Employment Rights Act 1996	Written contracts, unfair dismissal, redundancy, notice periods, maternity/paternity rights	legislation.gov.uk — Employment Rights Act
Health & Safety at Work Act 1974	Employer duty of care; risk assessments; safe working environment; mental health at work	legislation.gov.uk — HSWA 1974
UK GDPR / Data Protection Act 2018	Employee data privacy; HR records; lawful basis for processing; data subject rights	legislation.gov.uk — DPA 2018
Working Time Regulations 1998	48-hour maximum working week; rest breaks; holiday entitlement (28 days min)	legislation.gov.uk — WTR 1998
National Minimum Wage Act 1998	Legal minimum pay rates; penalties for underpayment; apprentice rates	legislation.gov.uk — NMW Act

Environmental sources

Environmental — sustainability & ESG

Source	What you find there	Type	URL
Gov.uk — Net Zero Strategy	UK government's 2050 net zero target, sector-by-sector commitments	Policy	gov.uk/net-zero-strategy
Carbon Trust	Business carbon footprint guidance, cost of sustainability investment	Qualitative	carbontrust.com
CIPD — Sustainable Work	Green HR practices, sustainable workforce policies, ESG reporting	Qualitative	cipd.org/sustainable-work
BusinessGreen.com	News on corporate sustainability commitments, green business trends	Qualitative	businessgreen.com

Industry-specific

Industry-specific sources by sector

Use these depending on the industry in your brief. Always check which sector the business operates in during your 30-minute reading time.

Sector	Best sources	URL
Retail	British Retail Consortium (BRC) — sales data, workforce trends, cost pressures	brc.org.uk
Healthcare / NHS	NHS Workforce Statistics (NHS Digital) — staffing, vacancies, turnover by trust	digital.nhs.uk/workforce
Hospitality	UKHospitality — sector workforce data, turnover rates, skills gaps	ukhospitality.org.uk/insight
Education	DfE School Workforce Census — teacher turnover, vacancies, pay	gov.uk/school-workforce
Construction	CITB — skills shortages, training investment, workforce projections	citb.co.uk/research
Finance / Professional services	CBI — Economic surveys; PwC workforce surveys	cbi.org.uk/surveys
Technology	Tech Nation — UK tech workforce, skills gap, salary data	technation.io/report
General / Any sector	IBISWorld industry reports (free summaries) — market size, trends	ibisworld.com/uk

AI referencing

How to reference AI tools correctly

Microsoft Copilot format: "Microsoft Copilot (2025). Response generated using prompt: '[your exact prompt here]'. Microsoft Copilot, [date accessed]."

ChatGPT format: "OpenAI (2025). ChatGPT response to prompt: '[your exact prompt here]'. OpenAI, [date accessed]."

Google Gemini format: "Google (2025). Gemini response to prompt: '[your exact prompt here]'. Google Gemini, [date accessed]."

Important: AI can give you ideas and starting points — but you must verify every fact it produces. AI sometimes makes up statistics. Always cross-reference any AI-generated data against a real source (ONS, CIPD, Gov.uk) before using it in your analysis.

A-grade examples

Worked examples

Full worked examples for every section of Task 1.1, written at A-grade standard. Use these as a model for your own writing.

Introduction

Example introduction

As Project Coordinator at Hartfield Retail Group, I have been tasked with investigating the causes of, and solutions to, the organisation's current staff turnover problem. The business is experiencing an annual turnover rate of 28%, significantly above the retail sector average of 22% (CIPD, 2024). This is costing the business an estimated £90,000–£150,000 per year in recruitment, onboarding, and lost productivity costs based on CIPD benchmark data.

The purpose of this investigation is to analyse the external and internal factors contributing to this challenge, identify and evaluate two potential solutions, and recommend the most appropriate course of action for the organisation. Throughout this report, I will apply relevant business models and frameworks to ensure my recommendation is evidence-based, financially justified, and aligned with the company's values of employee wellbeing and continuous improvement.

Notice: The intro states the role clearly, uses a specific statistic from a named source, gives the financial cost, explains the purpose of the report, and mentions business models. All in two paragraphs. That is what a high-scoring intro looks like.

PESTLE examples

All 6 PESTLE sections — one full point each

P — Political

What: The UK government has committed to raising the National Living Wage annually until it reaches two-thirds of median earnings, with the April 2025 rate set at £12.21 per hour — a 6.7% increase (Gov.uk, 2025).
So what: For Hartfield Retail Group, which employs approximately 80 part-time and full-time staff predominantly on or near NLW rates, this represents an additional payroll cost of approximately £22,000 per year. At a time of already high turnover, every unnecessary departure amplifies this cost further.
Now what: The business must factor rising wage costs into its financial planning and find ways to increase the value it provides to employees beyond pay — such as structured development and career progression pathways — to retain staff and reduce the frequency of costly replacements.

E — Economic

What: UK CPI inflation stood at 2.6% in March 2025 (ONS, 2025), and while down from its 2023 peak, the cumulative cost of living increase since 2020 has significantly eroded real wages for lower-paid workers.
So what: This places increased financial pressure on entry-level staff, making them more likely to seek better-paid alternatives — contributing directly to the organisation's above-average turnover rate. Research by the CIPD (2024) shows that 42% of employees who left their roles in 2023/24 cited financial pressures as a primary driver.
Now what: A competitive total reward package — including non-financial benefits such as flexible working, development opportunities, and wellbeing support — can help the business retain staff without simply matching the cost of living through pay increases alone.

S — Social

What: A 2024 Deloitte survey of 22,841 workers globally found that 77% of Gen Z employees would consider leaving their current employer if they were not offered flexible working arrangements.
So what: With 45% of Hartfield's workforce aged under 30 (as noted in the brief), this data indicates significant flight risk if the organisation does not adapt its working model. The social expectation of flexibility is now a hygiene factor — not a perk — for younger workers (Herzberg, 1959).
Now what: My proposed solution incorporates flexible scheduling options and a hybrid work pilot as part of the retention programme, directly responding to this social shift to reduce the likelihood of under-30 employees seeking employment elsewhere.

T — Technological

What: HR Management Systems such as BambooHR and Sage HR now offer integrated onboarding, performance tracking, and learning management capabilities from approximately £6–£9 per employee per month (BambooHR.com, 2025).
So what: Implementing a cloud-based HRMS would allow the business to automate onboarding processes, track employee development milestones, and identify at-risk staff before they resign — shifting the business from a reactive to a proactive retention approach. This technology did not exist at accessible price points five years ago, making now an optimal time to invest.
Now what: Solution 1 includes the implementation of a cloud-based HRMS as a core component, using technology to both deliver the development programme and generate the data needed to measure its impact — directly addressing Grid 3's requirement for measurable outcomes.

L — Legal

What: The Equality Act 2010 requires all UK employers to ensure that employees are not subject to direct or indirect discrimination on the basis of any of the nine protected characteristics, including age, sex, disability, and race (Legislation.gov.uk, 2010).
So what: Any new retention policy or development programme introduced by the business must be designed and communicated in a way that is equally accessible to all staff. Failure to do so could expose the organisation to Employment Tribunal claims, with the average cost of an employment tribunal case to an employer being £8,500–£30,000 (Gov.uk, 2024).
Now what: My proposed solution has been designed with compliance at its core. The employee development programme will be offered across all departments, on flexible schedules to accommodate part-time and disabled workers, ensuring full compliance with the Equality Act 2010.

E — Environmental

What: The UK government's Net Zero Strategy commits the country to achieving net zero carbon emissions by 2050, with interim targets requiring businesses to report on and reduce their environmental impact (Gov.uk, 2021).
So what: Increasingly, employees — particularly younger workers — actively choose employers based on their environmental credentials. A 2023 Glassdoor survey found that 67% of workers consider a company's environmental record before accepting a job offer. High staff turnover also has an indirect carbon cost, through repeated advertising, interview travel, and paper-based onboarding processes.
Now what: My proposed solution includes the adoption of a digital onboarding and development platform, which reduces paper usage, supports remote participation, and signals a commitment to sustainable working practices — contributing to both the organisation's ESG profile and its ability to attract environmentally conscious candidates.

Final solution

Example final solution justification

Having conducted a thorough analysis of the external environment through my PESTLE, evaluated the organisation's internal position through my SWOT, and compared both solutions using a Cost Benefit Analysis and weighted decision matrix, I recommend Solution 1 — the Employee Development and Retention Programme as the most appropriate course of action for Hartfield Retail Group.

The CBA clearly demonstrates that Solution 1 delivers a net financial gain of £15,500 in Year 1, rising to £19,800 annually from Year 2 — compared to Solution 2's net annual cost of £3,600. Over a three-year period, Solution 1 is projected to save the business in excess of £55,000 compared to the current approach, making it a strategically sound investment.

Furthermore, my PESTLE analysis identified significant social pressure from the Gen Z workforce (Deloitte, 2024) and technological opportunity through affordable HRMS platforms (BambooHR, 2025), both of which Solution 1 directly addresses. The SWOT analysis confirmed that the business already has an experienced HR team (Strength) and a training budget (Strength) that can be leveraged to implement Solution 1 without excessive additional resource.

Using Kotter's 8-Step Change Model as a framework, the implementation will begin by establishing urgency through sharing the turnover cost data with senior leadership, followed by building a guiding coalition with HR and department managers before the programme is rolled out to all staff. This phased approach reduces implementation risk and increases the likelihood of sustained adoption.

The recommendation also aligns fully with the organisation's stated values of employee wellbeing and continuous improvement, and ensures compliance with the Equality Act 2010 through its universal, flexible design. I am confident that Solution 1 represents the most cost-effective, strategically aligned, and legally compliant solution to the organisation's current turnover challenge.

Pre-submission

Task 1.1 checklist

Tick everything off before you submit. If anything is unticked, go back and fix it.

Task 1.1 — Investigate the brief

Your job in Task 1.1

The mark scheme — 3 grids, 20 marks

How to spend your 8 hours

Do and don't

Do

Don't

How to structure your answer

The What / So What / Now What formula

Section-by-section structure guide

How to format your research table

PESTLE — deep dive

3 points per letter — the non-negotiable rule

PESTLE prompt cards with data sources

Full Economic PESTLE point — A-grade style

What low-scoring PESTLE points look like

SWOT — deep dive

Where each quadrant comes from

Full SWOT points — A-grade style

Business theory to reference in your SWOT

CBA & solutions

How to present your two solutions

How to build your Cost Benefit Analysis

Decision matrix — how to score your solutions

How to justify your final recommendation

Research sources

Political — government & policy

Economic — data & statistics

Social — workforce & society

Technological — innovation & tools

Legal — legislation & compliance

Environmental — sustainability & ESG

Industry-specific sources by sector

How to reference AI tools correctly

Worked examples

Example introduction

All 6 PESTLE sections — one full point each

Example final solution justification

Task 1.1 checklist

Reading time checklist

Section-by-section checklist

Sources checklist

Before submitting