See what the workforce plan needs before committing the spend.
Connect future work with the capability available today. Compare development, internal movement, recruitment and temporary support with the assumptions, costs and constraints visible to HR, Finance and delivery leaders.
What will the plan require from your people?
A growth plan or operating-model change can look affordable on a headcount sheet while relying on expertise already committed elsewhere. Translate the work into role, competency, location and timing requirements. Then establish which options could meet the requirement and what each would cost or displace.
Connect demand, options and next steps.
Structure the requirement.
EVA Workforce Planning can connect competency demand to passages in business plans or gather forecasts directly from managers. Agree which sources answer your question and review their interpretation.
Compare the available picture.
Compare supply coverage and gaps by business unit, location and competency. Inspect missing-data sensitivity and the assumptions behind each comparison. Confirm workload and availability before treating expertise as capacity.
Prepare the response.
Examine development, internal matching, hiring and temporary support. Use the analysis to agree priorities and owners; configure approvals and connected actions separately when they are required.
Review a plan with its assumptions attached.
The Workforce Intelligence Centre links plans to capability demand, coverage, geographic detail and internal candidate comparisons. Manager's Future Demand adds direct forecasts, urgency, scarcity and vacancies. These are complementary sources for a planning discussion.
Manager's Future Demand
Bring managers' future competency needs, timing and vacancy forecasts into one view.
Demand, urgency and scarcity analysis, forecast vacancies and development, movement or hiring options.
EVA Workforce Planning
Inputs and scope
Question: What capability will we need, when, and where might it be hard to find?
Inputs: Manager forecasts and assumptions, with current capability data for bench comparisons.
A manager-led forecast. Timing, population, current-capability inputs and any repeat cycle are agreed separately.
Direct manager forecasts, including urgency, scarcity and vacancies. These inputs are distinct from demand inferred from business plans.
A decision in practice
Illustrative. Synthetic data.
| Future work | Current information | Open constraint | Option to review |
|---|---|---|---|
| Launch a regional service | Relevant expertise identified in two teams | Release dates and source-team backfill unconfirmed | Compare phased release with external cover |
| Deliver a specialist assignment | Required experience not evidenced in the reviewed population | Scope and start date need confirmation | Targeted capture, recruitment or external support |
UNDP's People for 2030 team describes using EVA's expertise map to identify talent gaps, support crisis response deployments and manage leadership pools. This is customer context for the underlying decisions, separate from the synthetic planning interface shown here. Read the UNDP customer account
Start with one planning decision.
Scope EVA Workforce Planning around one programme, planning horizon and population. Agree the demand sources, supply data, analysis and whether you need a snapshot or recurring programme. Connected approvals and automation are available within EVA Full Automated & Approvals Platform. Pricing on request.
- Bring to the first discussion
- One programme or operating-plan decision, its planning horizon, the markets and languages involved, and the supply and demand information already available.
- Agree what a useful evaluation must establish
- Agree one scenario and its assumptions: required work, capability, availability, dates, costs and review owners. Specify calculations, source dates and refresh needs for the agreed snapshot or recurring programme.
Bring one decision from the plan and the assumptions behind it.
For your business case
Challenge the people assumptions before the operating plan depends on them.
A headcount budget can look balanced while critical work has no feasible owner. Bringing capability, demand and release constraints together helps business and Finance leaders examine where development, movement, hiring or external support could protect the plan, and where a dependency is still unresolved.
Measures to agree before starting
Agree a baseline, target, owner and review period. These measures are for your evaluation; they are not promised results.
- Critical requirements covered
- Track priority work with an agreed staffing response and feasible timing. Distinguish relevant expertise from people actually available to do the work.
- Time to a reviewed scenario
- Measure the effort from a changed assumption to an updated decision. Record the data date, assumptions and outstanding questions for each comparison.
- Plan versus actual
- Compare agreed demand, staffing dates and external spend with what happened. Keep cash cost, capacity and capability measures distinct.
Build the case with the right people
Ownership varies by organisation. These are useful starting points for the conversation.
- Potential budget owner
- A COO, business-unit leader, CFO or HR leader accountable for the workforce plan and the investment it requires.
- Working champion
- A strategy, operations or programme lead bringing a delivery requirement, working with workforce planning and people analytics.
- Decision and control partners
- Local leaders validate demand and practical constraints. HR supports comparable frameworks; Finance owns cost assumptions, and technology and data owners establish the information flows.
Review how plan-linked demand, supply coverage and missing-data sensitivity are calculated. Finance and delivery leaders provide the cost and timing assumptions needed for an economic comparison.
Questions before you start.
2 questions to explore
Can we compare countries and languages?
Yes, through an agreed wider scope. Confirm definitions, proficiency levels, language adaptation and the review method before combining results. A multilingual programme is separate from Managed EVA Competency Mapping's one-language project scope.
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