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Use when building or reviewing a headcount plan — covers connecting plan to strategy, ramp time, build/buy/borrow, and capacity reconciliation.
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Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
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Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
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| name | workforce-planning |
| description | Use when building or reviewing a headcount plan — covers connecting plan to strategy, ramp time, build/buy/borrow, and capacity reconciliation. |
Headcount is the output of the plan. The plan starts with required outcomes, derives roles, models capacity, and then sums to headcount.
A plan that starts with "we need 80 people next year" and works backward is upside-down.
For each capability gap:
Most plans default to "buy." Audit and push toward "build" or "borrow" where appropriate.
A new hire produces fractional output during ramp:
| Role type | Ramp curve |
|---|---|
| IC, well-defined | 20% in month 1; 50% by month 3; 80% by month 6; 100% by month 9 |
| IC, ambiguous | 10% month 1; 30% month 3; 60% month 6; 100% month 12 |
| Manager | Slower: 50% by month 3; full by month 9–12 |
| Senior leader | 12–18 months to full productivity |
Model this explicitly in plans. Validate against historicals (track actual ramp curves to refine).
Quarterly:
For top 20–50 roles:
Don't import enterprise 9-box succession at 50 people. Do build informal bench review at 200+.
Classification matters legally (DOL, state AGs). Common factors:
When in doubt, classify as employee — misclassification is expensive.
EOR (Employer of Record) services support international hiring without setting up local entities. EOR adds overhead but reduces complexity.
Headcount plan spreadsheet:
workforce-planner agentpeople-strategy-roadmap skillorg-design-principles skilltalent-acquisition-strategist agent