Connecting labor cost, capacity, and operating performance.

Illustrative example: This page describes a possible project approach. It is not a verified client project or a claim of measured results.

The situation

Leaders could see pieces of workforce cost and headcount, but lacked a shared view of capacity, allocation, demand, and operational performance across teams.

What made it difficult

Workforce information came from several systems and reflected different grains, time periods, worker types, organizational structures, and planning assumptions.

A possible solution

Tekrra1 aligned the business definitions, created a governed workforce model, and designed planning and exception views around the decisions owned by finance, operations, and people leaders.

Possible steps

1. Clarify the workforce decisions, planning horizons, organizational views, and source systems.
2. Align definitions for workers, roles, assignments, cost, demand, and capacity.
3. Build governed models and role-specific planning and exception experiences.
4. Create ownership and validation practices for organizational and source changes.

What would help the solution last

The model separated shared workforce logic from the different ways each function needed to view and act on it.