The answer depends on the operation, petition type and applicable requirements. Evidence of actual staffing can matter, while a new-office case involves a supported plan and specific initial-period rules. Do not manufacture payroll positions or claim planned hires already exist to meet an intended transfer date.
Align the staffing plan with the legal framework
Establish whether the operation is a new office and what the proposed manager will do at each stage. Record recruitment, budgets and actual hires accurately. A hiring schedule should support genuine business needs; it cannot guarantee that the position or petition will be approved.
First review should create a dated staffing plan that distinguishes current employees, accepted offers, and hoped-for recruits. The evidence that settles the point is payroll and signed hiring documentation, supported by a realistic budget for a new office. Sequence the transfer around business milestones rather than inventing workers to fit a preferred arrival date.
Trouble follows when a manager is expected to do the operational work indefinitely while the plan claims it will be delegated immediately. Hypothetical example: A Canadian archival-storage company leases a U.S. warehouse and wants to send its manager next month.
The plan should identify the actual receiver, inventory technician, and sales support available at each stage before asserting that the manager will primarily manage.