Workforce planning
Developed role schedules, organisational structures, timing assumptions and workforce cost inputs for project planning.
MINING & RESOURCES / CLIENT WORK
Building the people foundations for project development
An Australian resources company needed its workforce assumptions, employment foundations and recruitment priorities to develop alongside the project plan.
Client details have been limited to respect confidentiality. The work described reflects a PeopleStart engagement.
THE SITUATION
What the organisation needed.
As the project moved through study and development work, workforce decisions began affecting operating assumptions, organisational design, employment costs and the timing of critical appointments. The company needed additional HR capability without building a complete internal function ahead of the project schedule.
The work had to remain practical and proportionate as technical, financial and project information continued to develop.
PEOPLESTART’S ROLE
Advice connected
with practical delivery.
HR foundations
Prepared and reviewed policies, position descriptions, performance settings and employment documentation.
Leadership alignment
Connected executive responsibilities, performance measures and workforce priorities with the developing operating model.
Recruitment readiness
Identified priority and long-lead appointments and supported recruitment as requirements became sufficiently defined.
THE OUTCOME
A stronger basis
for people decisions.
- Leadership had a clearer view of the people requirements attached to the project schedule.
- Employment foundations and management responsibilities could be developed before recruitment activity accelerated.
- Workforce planning, remuneration, performance and recruitment decisions were treated as connected project inputs rather than separate HR tasks.
LET’S TALK
Discuss a similar
requirement.
Tell us about the organisation, the work already underway and where additional capability would help.
Talk with PeopleStart ↗Or call 1300 134 110