What goes into an agency training plan?

At minimum: every team member, their current licence level, their renewal date, their CPD status, any new-starter registration needs, and any upgrades they should be working toward. That gives you a single view of the whole year ahead rather than a string of surprises.

How often should I review the plan?

Quarterly works well. A short review every three months catches renewals before they get close, picks up new hires, and lets you plan upgrades with enough lead time. The plan is only useful if it stays current, so a regular check beats a once-a-year scramble.

Do I have to maintain all this tracking myself?

No. You build the plan, but Archer can hold the tracking for the team and send reminders to the staff member directly. Archer follows up the learner first and only notifies you if two follow-up attempts get no response, so the plan runs without you policing every date.

How do I plan for a team licensed across more than one state?

Map each person against the rule for their state. CPD differs: NSW, QLD and the ACT each set their own annual requirement, and Queensland's CPD year runs from each person's own issue date. Archer is nationally recognised and tracks each person against the right state rule under one account.

What if I do not know who is ready for an upgrade?

That is a useful conversation to have as part of the plan. Look at who has the experience and ambition to move from registration to a full licence, and who could become a future Licensee in Charge. Your account manager can help map sensible next steps for each person.

Building a Training Plan for a Growing Agency

A small agency can run its training on memory. You know who needs what, because there are only a few of you. A growing agency cannot. As the team gets bigger, the number of licence levels, renewal dates and CPD deadlines grows with it, and memory stops being enough. Without a plan, you end up reacting: a renewal that crept up, a new hire who is not registered yet, an upgrade you wish you had started months ago.

A training plan replaces all that reacting with one calm document. It does not need to be clever. It needs to be complete and kept current. Here is how to build one.

Why a plan beats reacting

Reacting is expensive in ways that do not show up on an invoice. A renewal you catch late is a scramble. A new starter who sits unregistered for weeks is a salary without an output. An upgrade you start too late means your second in charge is not ready when you need them.

A plan turns each of those from a surprise into a scheduled task. You see what is coming, you act with time to spare, and the office never lurches from one training emergency to the next. The plan is the difference between training that supports growth and training that trips it up.

What to map for each person

Build the plan around your people. For every team member, capture the same handful of facts. Once you have them all in one place, the year ahead becomes obvious.

Name and role.
Current licence level: assistant agent or salesperson registration, full licence, or Diploma-level Licensee in Charge.
State they are licensed in, since the rules differ across NSW, QLD, VIC and the ACT.
Renewal date, so you flag it well before it falls due.
CPD status and CPD year. In Queensland that year runs 12 months from their own issue date, so it varies person to person.
New-starter needs, if they are not yet registered.
Upgrades coming: who should be moving up, and roughly when.

That is the whole spine of the plan. The CPD detail behind it is in our CPD state guide, which is worth having open while you fill in the dates.

Build in the new starters

A growing agency is, by definition, hiring. Your plan should treat onboarding as a known, repeatable step rather than a one-off panic each time. For every new hire, the first line of the plan is their entry registration, started on day one so they are work-ready as fast as possible. We lay out the full approach in onboarding new agents and getting new starters work-ready fast. Building this into the plan means a new hire never sits idle waiting for paperwork nobody started.

Plan the upgrades, do not wait for them

The part agencies most often skip is upgrades. It is easy to leave each agent on their current level until something forces a change. That is a mistake for a growing office.

Look ahead. Who has the experience and drive to move from registration to a full licence? Who could become a future Licensee in Charge, so you are not one resignation away from a problem? Putting these on the plan, with rough timing, means you start the longer qualifications early enough that people are ready when the agency needs them, not months after.

Review it quarterly

A plan written once and forgotten is worse than useless, because it gives false comfort. Review it every quarter. A short, regular check catches renewals before they get close, folds in anyone hired since the last review, and keeps upgrade timing honest. Three months is frequent enough to stay ahead and rare enough not to be a chore.

Let the plan run itself

Building the plan is your job. Policing it does not have to be. Once the plan is set, Archer can hold the tracking for the whole team and act on the dates. Reminders go to the staff member directly, Archer follows up the learner first, and you are only notified if two follow-up attempts get no response. So the plan does not depend on you chasing each date as it comes due. You set the direction; the day-to-day follow-up is handled. The full system sits inside the agency principal's guide to keeping your team compliant.