Workforce Plan for BGC Construction Group

This report discusses the implementation of a workforce plan for BGC Construction Group to ensure the company has the right number of employees with the right skills for future goals. It covers strategies for recruitment, training, redeployment, and redundancy. The report also includes a review of the workforce plan, evaluation, succession planning system, and identification of staff for succession. The objectives and strategies for improving the company's workforce culture are also discussed.

Running head:
Workforce plan of BGC construction group
Name of the student:
Name of the organisation:
Name of the Author:

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WORKFORCE PLAN
Table of Contents
Implementation....................................................................................................................2
Future staffing needs........................................................................................................7
Succession planning system..........................................................................................10
Identification of staff for succession..............................................................................11
Review of Workforce Plan and Evaluation.......................................................................13
Review of Workforce Plan............................................................................................13
Climate survey...............................................................................................................13
Objectives and strategies...............................................................................................14
Global trends and incidents...........................................................................................15
Bibliography......................................................................................................................16

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WORKFORCE PLAN
Implementation
In this report, a plan will be implemented for the BGC to make sure that the company has
the right number of employees with the right amount of skills for meeting the future goals and
visions of the company. Once the company has recruited the right employees, the employees and
staffs need to be trained to meet their targets. An implementation plan for the needs of the labour
of the company will be done in the report, which will be covering all the essential factors. The
organisation must make sure that if it has enough number of staffs for meeting the labour
requirements of the company. A future one-year plan for the staffs of the company will be
broadly discussed in this report.
Internal labour
needs identified
Strategies to address the
need
Resources and
Budget required
Proposed
timeframe
Diversity
management
 Implementing fair
prospect
employment policy
in the company
structure, which will
be ensuring that
hiring employees
irrespective of their
age, race, minority
and gender is
followed1. This will
be facilitating fair
work legislation in
the company.
 The leaders of the
company must get
involved in the
community of the
employees, which
will be encouraging
them to participate
 Specialist
staff needs to
be appointed.
 Education and
training for
the target
staffs.
 Various
facilities and
supports
which needs
to be
implemented
for the
program.
 A time frame
of six months
will be
selected for
the inclusion
of diversity
management
in the
workplace.
1 Wrench, John. Diversity management and discrimination: Immigrants and ethnic minorities in the EU.
Routledge, 2016.

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WORKFORCE PLAN
in various civic
diversity2.
 A diverse cultural
committee must be
created, which will
be comprising of
members from all
different levels of
the organisation.
This will be
ensuring the BGC
agreements with the
employees and
staffs.
Recruitment  The company needs
to plan ahead for
recruiting the best
staffs for their
organisation. The
company will be
able to hire the right
staffs if it does a
complete search for
the type of
employees it needs.
Planning ahead will
be ensuring that the
company makes the
best hires. Planning
will be ensuring fair
work legislation in
the company which
will be very
important in the
long run.
 The required
credentials for the
position must be
stated accurately for
the right hirings.
The employees must
be made aware of
the company
 The website
of the
company
needs to be
updated
properly,
about the
qualifications
required for
new
employees.
 In the first
three months,
the company
will be hiring
new
employees.
2 Sabharwal, Meghna. "Is diversity management sufficient? Organizational inclusion to further
performance." Public Personnel Management 43, no. 2 (2014): 197-217.

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WORKFORCE PLAN
agreements, which
will be helping to
create a safe work
environment.
Training  For the new
employees, the
company must
present information
in different ways.
 On-job training for
the new employees
needs to be
conducted along
with providing them
with company
magazine reports,
industry manuals.
The training of the
employees will be
helping in
facilitating the work
culture in the
company workplace.
 Group discussions
need to be
implemented for the
new hires. Group
discussions will be
implementing work
ethics and culture.
Fair work legislation
will also be
implemented by
group discussions.
 Vendor
informational
sessions need to be
conducted. This will
be making the
training session
more exciting and
valuable. This
process will be
facilitating fair work
legislation on the
company premises.
 New
specialised
trainers need
to be hired by
the company.
 After the
hiring
process, one
month of
training will
be
conducted.

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WORKFORCE PLAN
Redeployment  The employee who
will be redeployed
must have the
required skill set
and knowledge for
the new role3.
 The company needs
to do some
partnership with up-
to-date career
transition services
benefactors who
will be facilitating
this process. This
will help in
improving the work
environment culture.
Fair work legislation
of the company will
also be followed.
 The skills of
employees from
different department
vary from each
other, but there are
certain areas like a
product manager,
and a salesperson
will be able to sell a
particular product.
These are the
aspects which need
to be used by the
company for
redeployment.
Redeployment in a
company will be
ensuring that the
company has good
work ethics culture
and provide
excellent motivation
 New
strategies
need to be
developed in
the company
policies for
redeployment.
This will be
ensuring a
healthier
workplace.
 For ensuring
that the
redeployment
process is
conducted
correctly, six
months will
be taken.
3 Maxwell, Matthew S., Eric Cao Ni, Chaoxu Tong, Shane G. Henderson, Huseyin Topaloglu, and Susan R.
Hunter. "A bound on the performance of an optimal ambulance redeployment policy." Operations Research 62, no.
5 (2014): 1014-1027.

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WORKFORCE PLAN
to the employees.
Redundancy  The company must
ensure that it must
include redundancy
in its system.
 For an employee
working for more
than 12 months with
the construction
company, the
employee must be
eligible for
redundancy. The
award of the
redundancy will be
ensuring that the
employees of the
company will be
motivated The
smaller employees
of the company will
not be eligible for
the award according
to the National
Employment
Standards.
 The various
apprentices who are
working for the
company under a
training contract
will not be eligible
for the redundancy
award.
 Implementation of
redundancy will
ensure the
motivation of the
employees for
working for the long
term in the
company. Fair work
legislation will also
be followed if the
company includes
redundancy in its
 For the
inclusion of
redundancy,
the company
must allow a
team for
looking over
this process.

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WORKFORCE PLAN
company policies.
BGC needs to
follow these policies
to improve its
workplace cultures.
Table: implementation plan
(Source: created by author)
Future staffing needs
BGC which was ranked as sixth-largest construction company of Australia in 2018,
triggered a loss of $67.6 million in 20194. The expenses of the company jumped by $100 million
to $1.96 billion, and the revenue of the company dropped from $70 million to $1.9 billion5. The
effect of the decline was reduced by the reappraisal of $36 million on various properties and
other resources of the company. In terms of pretax, the income of the company dropped from a
profit of $73.8 million to a loss of $69.3 million6. In future, the company needs to hire staffs
more efficiently to match their work profile. The inclusion of newer staffs must help the
company in improving its revenue. The yearly figures of the company do not give the whole
breakdown of the yearly performance of its two main divisions, namely the building materials
and construction and BGC contracting. The managers of the company need to be asked about
what kind of support they need in the future for increasing the revenue of the company. The
mangers of the company know the best when they need new employees in the company
depending on the work pressure. However, providing too much power to the managers can
backfire for the company. According to the implementation plan, the company must hire new
employees in the first three months only and then provide them with proper training for
4 "BGC (Australia) Pty Ltd". 2019. Ibisworld.Com.Au. https://www.ibisworld.com.au/australian-company-
research-reports/construction/bgc-australia-pty-ltd-company.html.
5 "BGC Construction". 2019. Bgcconstruction.Com. http://www.bgcconstruction.com/.
6 "BGC Publications - BGC Corporate". 2019. Bgc.Com.Au. http://www.bgc.com.au/bgc-publications.

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WORKFORCE PLAN
improving themselves. Analyzing the profit figures of the company, it can be concluded that the
company needs some efficient hirings. The various client experiences will be useful in
determining what kind of staffs the company must hire. By listening to the client experience does
not help a company too much in determining whether they have enough employees or not, yet it
can help understand the departments the company needs to hire. The human resource
management and the managers of the company must identify the peak time of the company to
determine the number of employees the company at a specific time of the season.

9
Directors
Mr. Sam
Backeridge
Mr. Julian
Ambrose
Mr. Andrew
Backeridge
Mr. Andrew
Teo
Senior Management
General Manager
Senior contracts manager
Contracts manager
Senior construction manager
Retirement and unit development manager
Accounts manager
Services manager
HSEQ manager
Mr Shing Hoi
Cheong
Mr Shing Hoi
Cheong
Mr Robert
Gugliotta
Mr Brian
Marinovich
Mr John Irvine
Mrs Catherine
Elliott
Mr Willem
Pieterse
Mr Jason Duthie
WORKFORCE PLAN

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WORKFORCE PLAN
Succession planning system
The three positions which can be selected for the implementation of successive planning
in the company are mainly the senior construction manager, services manager and HSEQ
manager. The company must keep an eye for the future leaders of the particular position of the
company. This will be helping the company to maintain a smooth flow of hierarchy in the
system. An employee who is stagnant at his position for a long time might feel bored with his
work. The company must facilitate growth for the employees of the company. The employees
who are experienced must be given the opportunity for improving their current position in the
company. The company needs to recognise the individuals who can take the place of the leaders
who might be retiring or might be leaving the company soon7. Assessing this position is of the
highest importance for the company since a leadership post cannot be left unattained for a long
time since it will cause a break in the business structure of the company. For improving the
selection process, the company must select its target employee from before. Being part and
parcel of the human resource management plan, the succession plan identifies the employees
who are fit for a certain position of the company which might be emptied soon8. Looking at the
structure of BGC, it can be said that the construction manager of the company will be soon
retiring due to his old age. So the company must find the replacement for the position from
beforehand. Even the position of the service manager and HSEQ manager needs to be handed to
the employee who is fir for the role in the future, and this will be keeping the motivation of the
senior employees of the company to work better to acquire the position. The company must
retain the desirable workers of the company who has been providing excellent service to the
7 Kenley, Russell, and Toby Harfield. "Location Breakdown Structure (LBS): a solution for construction
project management data redundancy." In Proceedings of the International Conference on Construction in a
Changing World, pp. 4-7. 2014.
8 Klerkx, Laurens, and Ruth Nettle. "Achievements and challenges of innovation co-production support
initiatives in the Australian and Dutch dairy sectors: a comparative study." Food Policy 40 (2013): 74-89.

11
WORKFORCE PLAN
company. This retention process needs to be conducted by following the succession planning
system.
Identification of staff for succession
The following process for the implementation of succession planning can be followed:
1. Identifying key business areas and positions
2. Asserting the competencies for the selected key areas and positions
3. Identification of the interested candidates for the selected positions and assess them in
accordance to their competencies
4. Developing and implementing succession strategies
5. Evaluation of the effectiveness of the planning
For identifying the candidates for the desired position of the company, the company must
assess the capability of the various employees who have been working with the company9. The
interested candidates must be scrutinised to see whether that are fit for the position or not. The
human resource manager of the company must discuss the plans of the company with the
interested candidates. The potential successors must be passed through a detailed interview
process so that they get a clear idea about the challenges of the post and the responsibilities the
individual is about to take up10. The successors of the position must be trained properly for the
post they are going to take hold. This will ensure that the business flow of the company is not
affected due to the inclusion of an employee in a new position.
9 Seniwoliba, J. A. "Succession planning: Preparing the next generation workforce for the University for
Development Studies." (2015).
10 Trepanier, Sylvain, and Jeannette T. Crenshaw. "Succession planning: a call to action for nurse
executives." Journal of Nursing Management 21, no. 7 (2013): 980-985.

12
WORKFORCE PLAN
Following two strategies can be followed for succession planning:
 The desired candidate must be adequately trained to ensure that he can do his job
correctly. The candidate who is about to fill the shoes of an experienced leader must have
adequate knowledge of the position11. The supervisors must make sure that the candidate
has all the information regarding the position which will be helping the company in the
long run.
 The leader who is about to step down from his position must transfer his knowledge to
the successor of his position. This will help the candidate to improve his understanding of
the job. Knowledge sharing will be conducted in an informal way which will also make
the candidate feel confident about the job. The retiring leader will be able to give the
candidate the dos and donts for the position12.
Succession planning is implemented to instil the quality of leadership in an individual. When
there are certain changes in the top position of a company, then succession planning is essential
since it ensures that the organization does not have to face any complexities.
Review of Workforce Plan and Evaluation
Review of Workforce Plan
The implemented workforce plan has been very successful for the company since it ha
helped the company to hire the right employees for the company. Inclusion of new managers and
supervisors has helped the company to increase its turnover13. The online advertisement has been
11 Acree-Hamann, Cynthia. "A call to action: Succession planning needed." Newborn and Infant Nursing
Reviews 16, no. 3 (2016): 161-163.
12 Hall-Ellis, Sylvia D. "Succession planning and staff development–a winning combination." The Bottom
Line 28, no. 3 (2015): 95-98.
13 Thomas, Justin. "Study on causes and effects of employee turnover in construction

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WORKFORCE PLAN
very successful for the company in gaining more clients from the country. The refined time and
cost structure of the company has been beneficial for the company in its revenue outcome14.
Human resource management, which has been implemented in the workplace has been very
successful in improving the workforce culture of the company.
Climate survey
A total of 10 employees of BGC and line managers has been selected for conducting a
climate survey to determine whether they are satisfied in their workplace. The following
questions were prepared for conducting the survey:
1. Do you believe there are possibilities of growth in this company?
2. Are you keen enough to contribute to the improvement of the workplace of the company?
3. Does your company provide training facilities for everyone?
4. Is there any presence of career outlook which motivates you to work for the company?
5. Do the environment of the company facilitates employee relationship?
6. Are all the employees of the company involved together in decision making?
7. Does time spent in the workplace is enough to fulfil the duties and responsibilities?
After conducting the survey, the following results were found:
Question number Employee response Manager response
1 Yes Yes
2 Yes Yes
3 No Yes
4 Yes Yes
5 No No
6 No Yes
7 Yes Yes
industry." International Journal of Science and Research (IJSR) (2013): 2319-7064.
14 Klerkx, Laurens, and Ruth Nettle. "Achievements and challenges of innovation co-production support
initiatives in the Australian and Dutch dairy sectors: a comparative study." Food Policy 40 (2013): 74-89.

14
WORKFORCE PLAN
Objectives and strategies
After reviewing the above-conducted survey as well as reviewing the workforce plan, the
following changes need to be brought about in the company:
 The employees of the company must be provided with excellent training to thrive in the
workplace.
 Internal factors such as the relationship between employees irrespective of their position
must be initialised.
 Internal factors such as the line managers of the company must be aligned with the goals
and vision of the company.
 External factors such as partnering up with smaller construction company will be helping
the company to increase its flow of business.
If the following changes are brought in the company, then it will be facilitating the growth of
the company in the construction industry. Partnering with another company will be very helpful
for the growth of the company.
Global trends and incidents
With the emergence of the Global Financial Crisis (GFC) in 2008, many developing
countries have faced various problems which led to unemployment in companies15. However,
Australia has held its place in the crisis, and there was a shallow rate of unemployment. BGC has
not suffered any employee loss during the GFC. With the increasing temperature of the country,
many staffs working on the field are affected to a great extent16. Climate factors might lead to the
15 Serricchio, Fabio, Myrto Tsakatika, and Lucia Quaglia. "Euroscepticism and the global financial
crisis." JCMS: Journal of Common Market Studies 51, no. 1 (2013): 51-64.
16 Wroe, Stephen, Judith H. Field, Michael Archer, Donald K. Grayson, Gilbert J. Price, Julien Louys, J.
Tyler Faith, Gregory E. Webb, Iain Davidson, and Scott D. Mooney. "Climate change frames debate over the
extinction of megafauna in Sahul (Pleistocene Australia-New Guinea)." Proceedings of the National Academy of

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WORKFORCE PLAN
loss of staffs in the future. The company must include paid leave or sick leave for the employees
so that the company does not have to face workforce casualisation.
Sciences 110, no. 22 (2013): 8777-8781.

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WORKFORCE PLAN
Bibliography
"BGC (Australia) Pty Ltd". 2019. Ibisworld.Com.Au. https://www.ibisworld.com.au/australian-
company-research-reports/construction/bgc-australia-pty-ltd-company.html.
"BGC Construction". 2019. Bgcconstruction.Com. http://www.bgcconstruction.com/.
"BGC Publications - BGC Corporate". 2019. Bgc.Com.Au. http://www.bgc.com.au/bgc-
publications.
Acree-Hamann, Cynthia. "A call to action: Succession planning needed." Newborn and Infant
Nursing Reviews 16, no. 3 (2016): 161-163.
Hall-Ellis, Sylvia D. "Succession planning and staff development–a winning combination." The
Bottom Line 28, no. 3 (2015): 95-98.
Kenley, Russell, and Toby Harfield. "Location Breakdown Structure (LBS): a solution for
construction project management data redundancy." In Proceedings of the International
Conference on Construction in a Changing World, pp. 4-7. 2014.
Klerkx, Laurens, and Ruth Nettle. "Achievements and challenges of innovation co-production
support initiatives in the Australian and Dutch dairy sectors: a comparative study." Food
Policy 40 (2013): 74-89.
Klerkx, Laurens, and Ruth Nettle. "Achievements and challenges of innovation co-production
support initiatives in the Australian and Dutch dairy sectors: a comparative study." Food
Policy 40 (2013): 74-89.

17
WORKFORCE PLAN
Maxwell, Matthew S., Eric Cao Ni, Chaoxu Tong, Shane G. Henderson, Huseyin Topaloglu, and
Susan R. Hunter. "A bound on the performance of an optimal ambulance redeployment
policy." Operations Research 62, no. 5 (2014): 1014-1027.
Sabharwal, Meghna. "Is diversity management sufficient? Organizational inclusion to further
performance." Public Personnel Management 43, no. 2 (2014): 197-217.
Seniwoliba, J. A. "Succession planning: Preparing the next generation workforce for the
University for Development Studies." (2015).
Serricchio, Fabio, Myrto Tsakatika, and Lucia Quaglia. "Euroscepticism and the global financial
crisis." JCMS: Journal of Common Market Studies 51, no. 1 (2013): 51-64.
Thomas, Justin. "Study on causes and effects of employee turnover in construction
industry." International Journal of Science and Research (IJSR) (2013): 2319-7064.
Trepanier, Sylvain, and Jeannette T. Crenshaw. "Succession planning: a call to action for nurse
executives." Journal of Nursing Management 21, no. 7 (2013): 980-985.
Wrench, John. Diversity management and discrimination: Immigrants and ethnic minorities in
the EU. Routledge, 2016.
Wroe, Stephen, Judith H. Field, Michael Archer, Donald K. Grayson, Gilbert J. Price, Julien
Louys, J. Tyler Faith, Gregory E. Webb, Iain Davidson, and Scott D. Mooney. "Climate change
frames debate over the extinction of megafauna in Sahul (Pleistocene Australia-New
Guinea)." Proceedings of the National Academy of Sciences 110, no. 22 (2013): 8777-8781.