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WORKFORCE PLAN The workforce we need to deliver on our goals (demand) Vs The workforce we currently have (supply) How do we close the gap? (gap analysis) BUSINESS PLAN SALES/ REVENUE PRODUCTS/ SERVICES/ MARKETS SYSTEMS/ TECHNOLOGY WORKFORCE PLAN BUSINESS GOALS & ENVIRONMENT FOR…Biggin Scott…(DATE EG 3 YEARS OUT) Company name:Biggin ScottDate: 6/12/2022 1. What are the main goals/ targets/ changes/ issues in the business in the next three years? (Use the suggested headings or your own) Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processes/ Systems To reach Biggin & Scott Corporate's varying annual revenue goals of 1 million to 3 million. more than 30 specialists should collaborate to provide the best results possible. Innovative advertising makes your home stand out, attracting more buyers and tenants and increasing rents and prices. adherence to our fee schedule and what we charge a reliable listing and prospecting method. establishment of client relationships 2. What are the staffing implications of these? For example: What are the key work functions affected or needed? What are the key job roles needed to achieve the goals? How many people will I need in these key job roles? What key skill areas and culture will we need to have? Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processes/ Systems Every employee should strive to advance their careers and the company's objectives. Team of Talent: 3 individuals Hire the best candidate to meet the job criteria. Marketing Team: 3 individuals Creating brand awareness and running effective marketing campaigns for client properties Two people: Chief Accountant and Assistant To ensure accuracy and adherence to internal and external policies, a thorough review of the general ledger and monthly financial statements is conducted each month. Team for front desk and property management: 5 persons Gather customer information and place it in the proper file. Prospecting and listing updates for the sales team 3. Are there any specific risks associated with the business changes or the related staffing/ workforce implications? Consider ways to manage or offset these risks? Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processes/ Systems It is simple to feel burnout or, at the very least, significant levels of stress during this hard period due to the abrupt rise in job volume and complexity. Establish goals that are precise, quantifiable, reachable, and realistic in light of the organization's operations. Additionally, teach employees to manage their time effectively and assign less crucial duties to others. Employees ignore their obligations - Best practises and community-based resources are accessible to the recruitment team, supporting them. Employers may successfully manage the hiring of the necessary staff with the help of efficient solutions and appropriate technologies. Less people are needed to operate a process. To manage during times of staff shortage, train staff to understand every aspect of work duties. penalty for breaching the duty of transaction monitoring To enhance an employee's capacity to comply with rules and laws, access to information and resources is crucial. Employees are unsure of their future positions within the company. Flexible work schedules are among the most highly valued components of a work environment you can provide your talent with in terms of employee engagement. WORKFORCE IMPLICATIONS 1-3 years 4. How well does the current workforce match these future needs? (Key skill sets, status now; Numbers of people with key skills now) Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processes/ Systems each employee has a clear understanding of the company's goals fulfil obligations and advance professionally Controlling time and workload for three people Observance of laws and regulations - 1 individuals Development of career goals - 1 people Planned/ likely departures (either raw numbers or avg % or expected turnover, especially in job roles key to your business goals) (depending on the size of your business) 81% Current business culture; level to which the current staff reflect the required values for the future business 19% of companies required to have their business structures and goals well defined. WORKFORCE GAPS……. (1-3 years) 5. What are the gaps between needs for the future and what you have now? Are there new job roles needed in the business? Do you need more or less people in the key jobs? Will you need to recruit or develop certain new skills? Do you need to develop the culture in different ways? Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processes/ Systems Develop time management and energy skills Develop team training and growth skills Manage social media exposure in a new job role as a social media marketing administrator. None None 6(a). KEY ACTIONS TO MEET CURRENT & FUTURE WORKFORCE NEEDS/GAPS (Attraction) Planning question 1-2 years 3-5 years Notes Key actions to be taken to close perceived gaps between needs for the future and what we have now Eg. Employer brand Organisation restructure Organisational policies Wages and / or conditions of employment Recruitment/ selection actions Business culture development Create a plan to become a sought-after employer. Employer branding and communication strategies that promote the company as a wonderful place to work should be implemented. Need for ongoing improvement in order to fulfil these objectives 6(b).KEY ACTIONS TO MEET CURRENT & FUTURE WORKFORCE NEEDS/GAPS (Development) Planning question 1-2 years 3-5 years Notes Key actions to be taken to close perceived gaps between needs for the future and what we have now Eg. Induction Training and development Leadership Career development Succession planning Biggin Scott should be able to provide opportunities for advancement to its employees. By offering various programmes like internal recruitment and on-the-job trainings, you can foster a sense of opportunity and possibility for career advancement. Create a framework for training and development that includes a yearly skills evaluation procedure for the company, which will be utilised to create a personal career development plan. Afterward, based on their growth plan, employees should have access to chances for training and development. 6(c).KEY ACTIONS TO MEET CURRENT & FUTURE WORKFORCE NEEDS/GAPS (Retention) Planning question 1-2 years 3-5 years Notes Key actions to be taken to close perceived gaps between needs for the future and what we have now Eg. Performance development Rewards/Recognition Business culture development Managing different generations An excellent retention strategy is to implement a rewards programme that recognises staff accomplishments. By laying out a clear career path, you can entice top talent who wants to know they have a future at your business. SUMMARY 7. The gaps between needs for the future and what you have now Sales/ Revenue Production Products/ Services/ Markets Financial Management Administration & Internal Processe/ Clear company goals Increasing staff output and skill relevance to the organization's business, clients' demands, and changing industry standards Technology updates recognising the impact of regulations and laws on the business Clear communication should be the cornerstone of all other employee engagement strategies. SUMMARY OF WORKFORCE PLAN STRATEGIES TO BE IMPLEMENTED (Date – e.g. 2022 - 2025) Key actions to be taken: Attraction, Development and / or Retention Who to action? By when? 1 Create a plan to become a sought-after employer. Team of Talent Marketing Team 2022 2 Employer branding and communication strategies that promote the company as a great place to work should be implemented. Team of Talent Marketing Team 2023 3 Biggin Scott should be able to provide possibilities for advancement to its personnel. By offering various programmes like internal recruiting and on-the-job trainings, you may foster a sense of opportunity and possibilities for professional progression. Team of Talent Marketing Team 2023 4 Create a framework for training and development that includes a yearly skills evaluation procedure for the company, which will be utilised to create a personal career development plan. Afterward, based on their growth plan, employees should have access to chances for training and development. Team of Talent Marketing Team 2022 5 A great retention method is to implement a rewards programme that recognises staff accomplishments. Team of Talent 2024 6 By laying out a clear career path, you can entice top talent who wants to know they have a future with your business. Team of Talent 2024 7 recognising the financial effects on the company. Chief Accountant 2022 8 the creation of a diversity committee Team of Talent Marketing Team 2023 9 Focus on the organization's basic values and take them into consideration while designing succession plans and choosing candidates for the key roles to ensure succession planning is in line with the corporate culture. Team of Talent 2022