People & Performance
Workforce Planning.
How many people will we need, in which roles, and what will that cost?
The right people, in the right roles, at a cost you can defend.
A workforce plan that finance has not costed is a wish list. We build the establishment view and the cost view at the same time, so every scenario carries a number you can defend and the plan survives contact with the budget.
Sound familiar?
You'll recognise this if
- Headcount requests arrive without a business case and get approved on seniority
- You are recruiting for roles you may not need in eighteen months
- Critical roles sit with one person and no identified successor
- The budget assumes one establishment; the organogram shows another
- Growth plans have no workforce cost attached to them
What you get
What we deliver
Every engagement ends with something your team can operate without us.
Current-state establishment and capability baseline
Demand forecast modelled against your business plan
Supply forecast including attrition, retirement and internal mobility
Gap analysis with costed options to close each gap
Succession map for critical and single-point-of-failure roles
A scenario model your executives can re-run as assumptions change
Also covered here
Succession planning
Succession planning sits inside workforce planning rather than beside it. We identify the roles where an unplanned departure would materially disrupt the business, assess internal readiness against them, and cost the options for building cover. That includes costing the option of leaving the gap open.
FAQ
Questions we get asked
What is workforce planning?
Workforce planning forecasts the people you will need, when you will need them and what they will cost, then closes the gap between that and what you have today. Done properly it gives finance a costed plan to budget against instead of a headcount request to argue with.
How does succession planning fit into this?
Succession planning is the part of workforce planning that deals with critical roles and single points of failure. We identify the roles where an unplanned departure would genuinely disrupt the business, assess how ready anyone internal is to step up, and cost what it would take to build cover. That includes costing the option of doing nothing.
How far ahead should we plan?
Three years is usually the useful horizon in the Zimbabwean market. It is long enough to matter for building capability and short enough that the assumptions still hold. We build the model so you can extend that horizon later without rebuilding it.
We are not growing. Is workforce planning still relevant?
Often more so. Flat or contracting organisations face the harder questions: which capabilities to protect, where to absorb attrition instead of backfilling, how to take out cost without losing the people who hold the institutional knowledge. Those are decisions worth modelling, because arguing them from opinion tends to go badly.
Will this involve retrenchment recommendations?
Only if that is what you have asked us to look at. Most of our workforce planning work turns up cheaper alternatives first: redeployment, reshaping the establishment, changing what you hire for. Retrenchment carries costs that are routinely underestimated, so it is worth being sure the alternatives have been tested.
Talk to us about Workforce Planning.
Send us the question and roughly what data you hold. We will come back with whether it is answerable, how long it would take, and what it would cost.
Call us
+263 78 151 0571Email us
blessing.zhou@mightyexcelpro.co.zwFind us
97 West Road, Avondale West, Harare