Workforce Plan for BGC Construction Group

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

1
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

2
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
 Implementin
g 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
 Specia
list staff
needs to be
appointed.
 Educa
tion and
training for
the target
staffs.
 Vario
us 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.

3
WORKFORCE PLAN
participate 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
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.