Workforce Strategy Consulting

We plan staffing for turnover, retirements, and new programs.

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Some staffing problems go beyond a single open role: chronic turnover, a group of staff about to retire, or a new program with no staffing plan.

We analyze the workload, design the roles, and build a hiring pipeline your team can keep running after we leave. You get a plan specific enough to act on and simple enough to maintain.

We also consider redesigning or automating the work.

Before recommending a hire, we check whether the role should exist or whether the work should be redesigned or automated. We run our own service programs, so we know what a coverage gap costs and how a poor hire affects a team. We recommend what the program needs, even if that means no new hire.

Planning documents and charts spread across a desk

Workforce analysis and a plan your team can run

We combine workload, coverage, and turnover data with what we learn from the people doing the work, then turn the findings into role designs and a hiring pipeline your team owns.

Workload, coverage, and turnover analysis: Coverage and turnover data, a skills-gap review, and interviews with the people doing the work show where the load sits and where roles are mismatched.
Role design and hiring scorecards: Each role is defined around its day-to-day work and paired with a scorecard, so everyone who hires for it measures candidates against the same standard.
Talent-pipeline and succession planning: A sourcing and retention plan covers where future hires will come from and who steps in for roles that a retirement would leave unfilled.
Human-capital metrics your team can track: We hand off a short set of staffing measures and a way to keep them current, so your team can follow progress after the engagement ends.
Advice on whether to automate or hire: Before recommending a hire, we ask whether the role should exist at all or whether the work would be better redesigned or automated.

Who it’s for

Chronic-turnover programs
Retiring-cohort planning
New program stand-ups
Reorganizations

How a workforce engagement works

Pick any part of the sentence to see the detail.

First, analyze the workload. Then design the roles. Next, build the pipeline. Finally, hand off the plan.

We combine skills-gap analysis, coverage data, and interviews to see where the work is done and where roles do not match it.

Common questions

How do you assess workforce needs?

We combine quantitative and qualitative methods: skills-gap analysis, coverage and turnover data, competency mapping, and interviews with the people doing the work. The aim is to see where the workload sits in practice, which may differ from the org chart.

Will we be able to run the plan after you leave?

That is the goal. We hand off role designs, scorecards, metrics, and a pipeline your team can operate, plus the change-management guidance to implement it. We build the plan so you do not need us to keep it running.

Do you help implement, or just advise?

Both, scoped to what you need. Some engagements end at the strategy and hand-off; others include implementation support (communication, milestones, and progress tracking) as the plan rolls out. We'll agree the scope up front so there are no surprises.

Can you help stand up staffing for a brand-new program?

Yes, that's a common engagement. When a program launches with no staffing plan, we analyze the projected workload, design the roles, and build the initial pipeline, so hiring starts from a clear plan.

Still have a question? Call (718) 540-8268, or see the staffing & professional services overview.

If the same roles keep turning over

Several of my senior people can retire soon and none of what they know is written down.: You are in the majority. In MissionSquare's survey of state and local government HR managers, most reported having no succession planning elements in place. We start by identifying the roles a retirement would leave exposed, then build succession and sourcing into a plan your own team can keep running.
We hire, they leave inside a year, and we post the same job again.: When one role keeps turning over, the role is often the problem, not the candidates. We study workload, coverage and turnover data, interview the people doing the work, then redesign the role and its hiring scorecard around the work as it is done. Sometimes the finding is to redesign the work, not refill it.
The program launches next fiscal year and all we have is a headcount number.: Public hiring in New York is slow enough that a staffing plan has to exist well before launch. We analyze the projected workload, design the roles and build the initial pipeline, so hiring starts against a plan. A call with the launch date and funding source in hand will show how much time is left.

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