How to build a strategic hiring plan for your organization


For the past 5 years, have been helping People Initiative Foundation (PIF) to source for right talents for its projects which includes the Africa Academy Internship , Talents Community, Promobile GH and Africa Dialogues. One thing I can boldly say about this role has been the number of people I come into contact during recruiting.

Today, I had the opportunity to share with you how to build your strategic hiring plan for next year. I will be speaking more in relation to my role at PIF. The first thing you need to consider is building a Strategic hiring plans is more than just headcount. It helps to think about your next year’s goals and whether or not the organization’s existing talent meets its needs.

An annual hiring plans help me to answer;

  • What are our company goals for next year?
  • What are our strategic initiatives?
  • Do we have the human capital to meet those challenges next year?
  • When should we fill these roles next year? (Q1,2,3,4)
  • Can we adequately fund these roles?

Here’s some advice on how to plan your recruitment next year:

How to build a hiring plan

My conversations about hiring plans are always tied to budget. I need to know my financial resources before I can start building next year’s people resources. Here are some common questions and answers about the process:

What is a hiring plan?

The hiring plan itself is a spreadsheet with accompanying financials and headcount (budget for each role and department.)

Who builds the hiring plan?

All members of the leadership team are stakeholders in this process, as are their direct reports — specifically, those who own people leadership and budget. Hiring plan meetings are an opportunity for these teams to calibrate overarching business goals against existing resources.

How does the hiring plan process unfold?

Often times it runs parallel with the performance evaluations process which gives you an idea of what you may or may not need for each team in the upcoming year.

Get everyone together in one room. This sounds overly simplistic, but I’ve found it’s actually one of the most challenging parts of the process. There’s a lot that comes to a head around year’s end: vacations, performance reviews and annual revenue targets. Start early. Get everyone on the calendar as soon as possible.

Determine the financial picture. Hiring plans are predicated by revenue. The Accounts manager should prepare the financials (spreadsheets, broken down by each project, department or etc) for next year.

Set company goals. This is the leadership team’s responsibility. The goals are always going to be financial. For example, the sales team might set revenue targets to close GHCX million in annual contracts next year. The hiring plan should help the Sales/Marketing team accomplish this goal (for example, by hiring new account executive positions in Q2 and Q3.)

Learn your headcount. This is the most important metric for Talent Acquisition because it will drive your workload next year.

Perform skills gap analyses. If you’ve had turnover during the year, this is a good time to take a look at any skills you need to acquire through hiring. Or, consider contact AIA to help you build your Skills Gap analysis.

Use hiring plans to power your recruiting strategy

Hiring plans are much more than numbers on a spreadsheet. They’re an opportunity for me to shape recruitment strategy by influencing and educating hiring managers and leadership as to how we’ll reach our ambitious goals together. In absence of an actual document, you have no platform from which to work, nor the ability to measure success or failure.


If you really want to cut down cost on your recruitment process then consider using Talents Community next year.


Emmanuel Leslie Addae

Co Founder, People Initiative Foundation





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