Every autumn, most organizations go through their budget process. Revenue targets are set. Cost estimates are made. Investment decisions are taken.
But rarely, anywhere in that process, are the questions asked that determine whether the plan can actually be delivered: do we have the right people for what we expect to achieve?
Competence is a prerequisite, not a cost
In many budget processes, personnel costs are treated as a line in a spreadsheet. How many full-time positions, at what cost. That is necessary — but insufficient.
What is rarely discussed is the qualitative dimension: what competence does our plan require? Do we have it today? If not — how and when do we acquire it?
The questions that should be asked
If we are to achieve our sales target — what competence in the sales organization does that assume? Do we have it?
If we are to deliver our technology project — which capabilities are needed that do not exist today, and what does it cost to acquire them?
Which key people are critical for delivering on the plan — and what happens if they leave?
Why it rarely happens
Det är svårare att kvantifiera än en kostnad. Det kräver att HR och affärsledning pratar med varandra på ett sätt som många organisationer inte har byggt upp ett forum för.
But the companies that integrate workforce planning into their business planning tend to be surprised by fewer costly vacancies and fewer recruitment mistakes. That is not a coincidence.
If you have thoughts, questions, or simply want to talk something through — feel free to get in touch. I am happy to have an initial conversation with no agenda.
Right person. Right place. Everything changes.