Projected roles rest on different proof from filled ones. Use the budget, written job descriptions, wage research, any recruitment advertising, and the revenue assumptions that make each hire affordable. For staff already engaged, supply payroll records, offer letters and tax filings. Label the two groups distinctly so nothing reads as a completed hire when it remains a plan.
Make the forecast and the file agree
Financial projections, the business plan narrative and any staffing table are often drafted at different times by different people, and they drift. Before anything is submitted, check that the same wage figures, start months and headcounts appear in all of them. Contradictions between documents invite questions that have nothing to do with eligibility and everything to do with credibility, and they are cheap to fix beforehand.
Check that the same wage figures, start months, and headcounts appear in the budget, the business plan narrative, and any staffing table before anything is submitted, since those documents are usually drafted at different times by different people and drift apart. Contradictions between them invite questions that have nothing to do with eligibility and everything to do with credibility, and they are cheap to fix beforehand. Projected roles rest on different proof from filled ones: use the budget, written job descriptions, wage research, any recruitment advertising, and the revenue assumptions that make each hire affordable, while filled positions are shown by payroll records, offer letters, and tax filings.
Label the two groups distinctly.