Our clients have used our insights in the following ways:

Understand how to optimise short term cross functional resourcing on a quarterly and yearly basis

• A data driven workforce strategy like those produced by Workforce Insight, when informed by operating model design and organisational modelling, can be the unifying link between executive, operational, HR and finance functions.
• At an individual function level, there are many moving parts all generating requirements for workforce actions, typically on a daily, weekly and monthly basis.
• Joined up views that include quarterly and yearly workforce forecasts enable better visibility of what it takes to maintain cross functional resourcing and capability levels, when a collective rather than individual focus is required.
• Making workforce decisions without basic scientific principles will quickly lead to inaccurate predictions and actions.

Through our creation of a time series workforce model, organisations can make deliberate decisions on when to bring on different capabilities to support organisational planning

• The creation of a single integrated workforce model with data drawn from one or more HRIS systems provides a longitudinal evidence base, creating agility against an economic cycle and a robust roadmap for workforce management.
• It creates confidence to make the hard decisions on which capability to increase, and which capabilities to decrease, over what time.
• It can be used to forecast and educate across a cycle, rather than just planning for the next quarter or financial year.
• Such an approach has provided the basis for deeper executive engagement, mitigation of flight risk for key capabilities such as digital technology, senior policy officers, relationship managers, while providing the rationale for investing in a different workforce profile.

Enabled senior executives to choose how to balance between long term sustainability and short term cost management​

• A Workforce Insight engagement provides the vehicle for executive clarity on future enterprise workforce shape, mix, structure and capability, within what boundaries and investment, backed by data – where to renew, where to rebalance, where to stop replacing, where to shift and redefine.
• With our assistance, clients have applied developed modelling tools to illustrate implications of FTE forecasting and recruitment patterns across different functions, divisions, projects and sites.

Provide the basis for adaption to events outside direct control such as global trade and competitor actions​

• When we create a workforce strategy based on workforce modelling for current state and future state capabilities, we enable a real trade-off between the internal drivers of change and the context of outside events – commodity cycles, the rise of new industries, pandemics, global trade demands.
• Without these critical enablers (underpinned by data and concepts we have outlined here) stewarding the companies’ critical capabilities through market cycles while managing workforce cost is fraught with risk.