Skills

Build an HR Analytics and Workforce Plan

8 weeks · 0 milestones

Analyse workforce data for a real or documented organisation — using internal HR data, public proxies, or published workforce analytics datasets — to identify headcount gaps, attrition risk factors, and talent pipeline needs, and produce a workforce plan with specific hiring and retention recommendations. The analysis must include data sources, assumptions, and methodology. Proof requires review by an HR analytics practitioner or senior HR professional who can confirm that the analysis is grounded in real data, the conclusions follow from the data, and the recommendations are actionable.

Part of: Business · Proves for: UG

Milestone map

3 milestones

Audit Current Workforce Data and Define the Planning Horizon

2–3 weeks

Conduct a workforce data audit for a real organisation (your own employer, or an organisation you have data access to with appropriate permission). Establish the current headcount by function/level, attrition rates (voluntary and involuntary), time-to-fill for open roles, and skill distribution. Define the planning horizon (12 or 24 months) and the business objectives that will drive workforce demand.

Proof required

Submit: (a) a workforce data audit summarising current headcount by function and level, last 12-month attrition rates by function, average time-to-fill by role type, and any identified skill gaps, (b) a planning scope document defining the horizon and the business objectives driving workforce demand over that period, and (c) confirmation that the data is from a real organisation (name of organisation and your relationship to it — current employee, consultant, or HR data access with permission).

What gets checked

Workforce data is from a real organisation — not hypothetical
Attrition rates are broken out by voluntary and involuntary
Skill gaps are specific — 'shortage of data engineering skills in the analytics function' not 'skill gaps exist'

Common mistakes

Using assumed workforce data rather than real organisational data
Planning horizon not linked to specific business objectives — workforce planning exists to serve business needs, not as an independent exercise

Powstik Guide

A workforce data audit and a set planning horizon.

Steps

Get permission to use the data.
Count headcount by function and level.
Work out 12-month attrition by function.
Pick a planning horizon and say why.

Template

| Function | Level | Headcount | 12-month attrition |
|----------|-------|-----------|--------------------|
Planning horizon:
Why:
Data gaps:

What gets sent back

Data used without permission.
No attrition by function.
No horizon stated.

Resources

Foundationstart here

Depthgo deeper

What a verifier looks for

Verify that the data is from a real organisation — the submitter should be able to name the organisation and explain their access to the data.
Challenge the skill gap identification: 'You identified a shortage of data engineering skills — but how was this identified? Through manager assessment, recruitment difficulty, or a formal skills inventory?'

You'll sign in first, then come straight back here.

Build the Workforce Demand Model and Identify Supply-Demand Gaps

3–4 weeks

Build a workforce demand model projecting headcount requirements for the planning horizon based on business objectives. Project workforce supply (current headcount adjusted for attrition and expected internal mobility). Identify the supply-demand gap by function and role type, and assess the feasibility of closing gaps through different strategies (hire, build, buy, borrow).

Proof required

Submit a workforce plan (minimum 1,500 words) covering: (a) demand model showing projected headcount requirements by function and level for the planning horizon with assumptions, (b) supply model showing projected available headcount after attrition and internal mobility, (c) supply-demand gap analysis by function and role type, and (d) a sourcing strategy recommendation for the top three gaps using the hire/build/buy/borrow framework.

What gets checked

Demand model is linked to specific business drivers — revenue growth, product launches, geographic expansion — not arbitrary headcount additions
Supply model uses actual attrition rates from the data audit, not industry averages
Sourcing strategy is specific — 'hire externally for data engineers at P4–P5 level on a 6-month timeline, build internally for junior analysts through a structured rotation programme'

Common mistakes

Demand model adds headcount as a fixed percentage of revenue without linking to specific business drivers
Sourcing strategy recommends 'hiring' for all gaps without considering build or borrow alternatives

Powstik Guide

A headcount demand and supply model with a sourcing plan.

Steps

List the business drivers: growth, launches, new markets.
Turn each driver into headcount by function and level.
Project supply using your own attrition data.
Find the gap by function and role.
Choose hire, build, buy or borrow for the top three gaps.

Template

| Function | Driver | Demand (end of plan) | Current | Expected attrition | Supply | Gap | Hire / build / buy / borrow |
|----------|--------|----------------------|---------|--------------------|--------|-----|-----------------------------|

Assumptions (with source):

What gets sent back

Headcount as a flat share of revenue.
Industry attrition used when your own data exists.
'Hire' chosen for every gap.

Resources

Foundationstart here

Depthgo deeper

What a verifier looks for

Challenge the sourcing strategy: 'You recommended external hire for data engineers — but your own attrition data shows you lose data engineers faster than you hire them. What changes to retention would you make before scaling hiring?'

You'll sign in first, then come straight back here.

Present Workforce Plan to an HR or People Analytics Professional

1 week

Present the workforce plan to an HR professional (CHRO, HR business partner, people analytics professional, or HR consultant) who will challenge at least two of your modelling assumptions or sourcing recommendations.

Proof required

Submit: (a) Q&A log from the review session (minimum 250 words with at least two challenges and responses), and (b) attendance record with reviewer name and HR credentials.

What gets checked

Reviewer has HR or people analytics expertise
Q&A log shows challenges to modelling assumptions or strategic recommendations
Responses address challenges with analytical reasoning

Common mistakes

Review with someone without HR or people analytics expertise
Challenges are met with 'the data shows X' without acknowledging the limitations of the data

Powstik Guide

Your workforce plan, tested by an HR or people analyst.

Steps

State the weakest assumption in your model up front.
Show how the gap changes if it is 20% off.
Book a CHRO, HR partner, people analyst or HR consultant.
Log two challenges and your answers.
Note what you would change in the model.

Template

Review session log
Date:            Duration:
Reviewer name:
Reviewer role and years of experience:

Challenge 1 (a modelling assumption):
  What they asked:
  My answer:
  Did it hold? What would I change?

Challenge 2:
  What they asked:
  My answer:
  Did it hold? What would I change?

Change I made after the session:
Reviewer's overall view (their words):

What gets sent back

A reviewer without HR or people analytics expertise.
Answers that ignore the data's limits.
Fewer than two challenges logged.

Resources

Foundationstart here

Depthgo deeper

Masteryfor the dedicated

What a verifier looks for

Challenge the demand model: 'Your demand model assumes the same productivity ratio as the current year — but your business is growing into a new market. How might the headcount-per-revenue unit change as you scale into that market?'
Provide written confirmation (minimum 150 words) of your HR credentials and the challenges raised.

You'll sign in first, then come straight back here.

Part of

Human Resources Management →Business Administration Electives: People →

Related outcomes

Milestone map

3 milestones

Audit Current Workforce Data and Define the Planning Horizon

2–3 weeks

Proof required

What gets checked

Workforce data is from a real organisation — not hypothetical
Attrition rates are broken out by voluntary and involuntary
Skill gaps are specific — 'shortage of data engineering skills in the analytics function' not 'skill gaps exist'

Common mistakes

Using assumed workforce data rather than real organisational data
Planning horizon not linked to specific business objectives — workforce planning exists to serve business needs, not as an independent exercise

Powstik Guide

A workforce data audit and a set planning horizon.

Steps

Get permission to use the data.
Count headcount by function and level.
Work out 12-month attrition by function.
Pick a planning horizon and say why.

Template

| Function | Level | Headcount | 12-month attrition |
|----------|-------|-----------|--------------------|
Planning horizon:
Why:
Data gaps:

What gets sent back

Data used without permission.
No attrition by function.
No horizon stated.

Resources

Foundationstart here

Depthgo deeper

What a verifier looks for

Verify that the data is from a real organisation — the submitter should be able to name the organisation and explain their access to the data.
Challenge the skill gap identification: 'You identified a shortage of data engineering skills — but how was this identified? Through manager assessment, recruitment difficulty, or a formal skills inventory?'

You'll sign in first, then come straight back here.

Build the Workforce Demand Model and Identify Supply-Demand Gaps

3–4 weeks

Proof required

What gets checked

Demand model is linked to specific business drivers — revenue growth, product launches, geographic expansion — not arbitrary headcount additions
Supply model uses actual attrition rates from the data audit, not industry averages
Sourcing strategy is specific — 'hire externally for data engineers at P4–P5 level on a 6-month timeline, build internally for junior analysts through a structured rotation programme'

Common mistakes

Demand model adds headcount as a fixed percentage of revenue without linking to specific business drivers
Sourcing strategy recommends 'hiring' for all gaps without considering build or borrow alternatives

Powstik Guide

A headcount demand and supply model with a sourcing plan.

Steps

List the business drivers: growth, launches, new markets.
Turn each driver into headcount by function and level.
Project supply using your own attrition data.
Find the gap by function and role.
Choose hire, build, buy or borrow for the top three gaps.

Template

| Function | Driver | Demand (end of plan) | Current | Expected attrition | Supply | Gap | Hire / build / buy / borrow |
|----------|--------|----------------------|---------|--------------------|--------|-----|-----------------------------|

Assumptions (with source):

What gets sent back

Headcount as a flat share of revenue.
Industry attrition used when your own data exists.
'Hire' chosen for every gap.

Resources

Foundationstart here

Depthgo deeper

What a verifier looks for

Challenge the sourcing strategy: 'You recommended external hire for data engineers — but your own attrition data shows you lose data engineers faster than you hire them. What changes to retention would you make before scaling hiring?'

You'll sign in first, then come straight back here.

Present Workforce Plan to an HR or People Analytics Professional

1 week

Proof required

Submit: (a) Q&A log from the review session (minimum 250 words with at least two challenges and responses), and (b) attendance record with reviewer name and HR credentials.

What gets checked

Reviewer has HR or people analytics expertise
Q&A log shows challenges to modelling assumptions or strategic recommendations
Responses address challenges with analytical reasoning

Common mistakes

Review with someone without HR or people analytics expertise
Challenges are met with 'the data shows X' without acknowledging the limitations of the data

Powstik Guide

Your workforce plan, tested by an HR or people analyst.

Steps

State the weakest assumption in your model up front.
Show how the gap changes if it is 20% off.
Book a CHRO, HR partner, people analyst or HR consultant.
Log two challenges and your answers.
Note what you would change in the model.

Template

Review session log
Date:            Duration:
Reviewer name:
Reviewer role and years of experience:

Challenge 1 (a modelling assumption):
  What they asked:
  My answer:
  Did it hold? What would I change?

Challenge 2:
  What they asked:
  My answer:
  Did it hold? What would I change?

Change I made after the session:
Reviewer's overall view (their words):

What gets sent back

A reviewer without HR or people analytics expertise.
Answers that ignore the data's limits.
Fewer than two challenges logged.

Resources

Foundationstart here

Depthgo deeper

Masteryfor the dedicated

What a verifier looks for

Challenge the demand model: 'Your demand model assumes the same productivity ratio as the current year — but your business is growing into a new market. How might the headcount-per-revenue unit change as you scale into that market?'
Provide written confirmation (minimum 150 words) of your HR credentials and the challenges raised.

You'll sign in first, then come straight back here.