A very rapidly growing organisation with diverse operating,  geographical and skills requirements over a long time horizon required a holistic understanding of its ability to meet the workforce levels demanded from its business plans. This need went beyond HR’s desire to tailor programs to support the business model. The company had an imperative to understand the implications of the availability of labour on its ability to deliver promised business outcomes, and also use that knowledge to shape key business decisions and drive the financial planning process.


The unique growth profile of the organisation coupled with its operational complexity required development of a complete workforce planning solution based on innovative thinking and the latest technology available. The process included defining the problem, understanding business needs, building the business case, identifying vendors, and then working through an extensive agile design process and directing the project to completion.


The result was a comprehensive and bespoke technology solution which brought together business plan inputs, existing HR data, and external labour market information to provide the organisation an ability to understand its future labour demand and model methods of addressing the gaps.


This was achieved through a deep understanding of corporate planning objectives combined with the integration and analysis of complex data from multiple sources and systems across the organisation including finance, HR, planning and operations. Being able to simply and dynamically model and predict future workforce implications by flexing a variety of levers under different business scenarios, gave the organisation the ability to fundamentally understand its delivery ability and operating model.


Along with providing critical insight to enable strategic, operational and financial decisions, the model acts as a key input into HR, enabling them to shape their programs and processes to address the workforce requirements that will allow the company to meet its long-term business strategy. The key programs include the approach to source labour, build organisational capability, management of the talent pipeline, recruitment processes, training programs, organisational design, diversity initiatives and the structures of performance and reward. HR now has an analytical basis which is invaluable in enabling the business to deliver its strategy and provides an opportunity to create real competitive advantage.
Holistic Strategic Workforce Planning
Business Strategy
HR Programs
Talent Planning
Capability Framework