Workforce Planning in London
The headcount question answered properly: what your growth plan actually needs in people, skills and cost, and where today's team leaves you exposed.
Most workforce plans are last year's headcount with a percentage added. Yours starts with the shape of the business you are building: the roles that carry IT, the skills you cannot hire quickly, the cost profile your board will sign off. You leave with a plan that has dates, owners and numbers on IT, built to be reviewed rather than filed.
- Role, skill and cost modelling against the growth plan
- Scenario plans for growth, freeze and reshape
- Named owners and dates, not a wish list
Where else clients bring us in
Organisational Design and Target Operating Models
Spans, layers, decision rights and who genuinely owns what. Structure designed around the work the business has to do, not around whoever happens to be in post.
Read more →Restructures, Redundancy and TUPE
Consultation run properly, timelines that hold, and managers who know exactly what to say in the room. The legal process and the human one, handled together.
Read more →Leadership and Line Management Development
One-to-one coaching for leaders carrying a reshaped team, and practical grounding for the managers beneath them in the parts of the job nobody trained them for.
Read more →
Start with the assessment, not a sales pitch
Eight to ten questions and one chart showing where your people strategy is load-bearing and where IT is running on goodwill. Bring IT to a discovery call and we will read IT together.