Build workforce plans and org structures: headcount forecasting, capacity models, spans and layers, organizational design options, and restructuring/Redundancy planning. Use when the user asks to plan hiring budget, forecast headcount, design an org chart, calculate staffing needs, or plan a reorganization.
npx skillsify add workforce-planning-org-designLas contrataciones planeadas equivalen al crecimiento neto más la plantilla por la rotación esperada —esta skill empieza la planificación desde los drivers del negocio, no de listas de deseos, con modelos de capacidad por función: basado en cuotas para ventas con factores de rampa, en volumen y shrinkage para soporte, en velocidad para ingeniería—. El diseño organizativo trabaja desde el trabajo hacia atrás: spans de cinco a nueve, cada capa auditada, y cartas de rol con derechos de decisión porque un organigrama sin cartas es decoración. El marco de reestructuración está marcado para revisión legal en todo momento, con criterios de selección objetivos, cumplimiento de la ley local y gestión de los supervivientes.
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name: workforce-planning-org-design
description: "Build workforce plans and org structures: headcount forecasting, capacity models, spans and layers, organizational design options, and restructuring/Redundancy planning. Use when the user asks to plan hiring budget, forecast headcount, design an org chart, calculate staffing needs, or plan a reorganization."
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# Workforce Planning & Org Design
## Purpose
Right people, right seats, right time, right cost — linking business plan to hiring plan.
## Headcount forecasting
1. Start from business drivers: revenue targets, product roadmap, ticket volume, projects won — each maps to capacity demand per role.
2. Capacity models by function:
- Sales: quota × reps needed = target; ramp factor (new rep = 50% productivity months 1–3)
- Support: volume / (tickets per agent per day × workdays) × shrinkage factor (leave/training ~20–30%)
- Engineering: roadmap points / velocity per engineer
3. Add attrition buffer: planned hires = net growth + (headcount × expected attrition %).
4. Cost it: fully-loaded cost per role (salary + GOSI/taxes + benefits + equipment + tools ≈ base × 1.25–1.4).
5. Scenarios: base / aggressive / lean, with trigger points ("if Q2 revenue ≥X, open wave 2").
## Org design principles
- Span of control: 5–9 typical; wider for routine work, narrower for complex/mentoring-heavy.
- Layers: every added layer slows decisions; audit "manager of one" structures.
- Design from work backwards: group by customer/product/function deliberately; each unit needs a clear mission, decision rights, and interfaces.
- Document: org chart + role charters (mission, accountabilities, decision rights, key interfaces) — an org chart without charters is decoration.
## Restructuring / redundancy (handle with legal review)
- Business case + selection criteria that are objective, documented, and consistently applied (skills matrix, performance history — never discriminatory proxies).
- Local law: notice, consultation requirements, severance/EOS, protected categories.
- Communication plan: sequence (affected first, privately), scripts, support (severance, notice pay, reference, outplacement).
- Survivor management: remaining-team comms, workload rebalance, retention risk watch.
## Deliverables
- Workforce plan: hiring waves table (role, level, quarter, cost, driver, status)
- Capacity model per function (formulas included)
- Org design doc: chart + role charters + design rationale
- Restructuring plan framework (legal-review flagged)
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