Workforce Demand & Capacity Lab

Model methodology

How the synthetic capacity-planning model turns visible assumptions into monthly feasibility and executive tradeoff decisions.

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Purpose and scope

The model asks one planning question: can a six-month hiring plan be delivered under the selected capacity assumptions? It is designed for a CEO, CFO, People leader, or Talent Acquisition leader evaluating delivery tradeoffs across September through February.

Weighted demand and capacity units

One weighted demand unit is a synthetic planning unit representing a comparable increment of recruiting work. It is not a requisition count, a time-to-fill forecast, or a productivity benchmark. It makes relative monthly demand and available recruiting capacity visible in the same planning frame.

Baseline role demand is an intentionally synthetic six-month series: 14, 15, 16, 17, 16, and 16 weighted units from September through February. A demand multiplier scales every monthly baseline value. A phase tradeoff can then reduce demand only in its explicitly named months.

Baseline recruiter capacity is a separate synthetic monthly series: 14, 16, 16, 15, 9, and 8 units. Recruiter availability applies as a percentage to that baseline capacity. For example, 95% availability changes a 16-unit baseline capacity to 15.2 units before agency support or tradeoff capacity is added.

Monthly calculation

demand = (baseline demand × demand multiplier) − named demand reduction
internal capacity = baseline capacity × recruiter availability
agency capacity = demand × total agency support
total capacity = internal capacity + agency capacity + named capacity addition
gap = demand − total capacity
utilization = demand ÷ total capacity

Values are rounded to one decimal place after each visible step. Agency support is calculated as a percentage of that month’s adjusted demand, not as a percentage of recruiter capacity.

Worked example: December, base plan

December starts with 17 weighted demand units and 15 baseline capacity units. With a 1.00 demand multiplier, 100% recruiter availability, and 0% agency support:

demand = 17 × 1.00 = 17
internal capacity = 15 × 1.00 = 15
agency capacity = 17 × 0 = 0
total capacity = 15 + 0 = 15
gap = 17 − 15 = 2
utilization = 17 ÷ 15 = 113.3%

Under Medium risk tolerance, 113.3% is At risk because it is above the 100% feasible threshold but not above the 115% impossible threshold.

Risk thresholds and status assignment

Risk toleranceFeasibleAt riskImpossible
Low≤80%>80% to 95%>95%
Medium≤100%>100% to 115%>115%
High≤105%>105% to 125%>125%

Each month receives a status from its utilization and the selected threshold. The overall executive status follows the worst monthly status, not aggregate utilization: an impossible month requires a capacity tradeoff; an at-risk month means the plan is at risk; only all-feasible months make the plan feasible. Aggregate capacity position is reported separately so a total-period surplus cannot hide a peak-month breach.

Modeled tradeoffs

Tradeoff selection is a non-destructive preview. It displays the adjusted chart, totals, monthly statuses, and memo alongside the baseline without changing the scenario controls.

Synthetic dataset and limitations

All baseline demand, capacity, threshold, and tradeoff values are synthetic portfolio scenario data. They exist to make the decision logic inspectable, including feasible, at-risk, and impossible outcomes.

This model does not claim: forecast accuracy, hiring outcomes, recruiter productivity, cost savings, quality of hire, recruiter ramp time, role-specific time to fill, labor-market availability, or results from an employer deployment.

It contains no candidate, employee, employer-confidential, ATS, HRIS, or live recruiting data. It does not send data, make network requests, or write to external systems.