| - and does your Headcounts help to align financial | | | | Again this makes sure that key performance |
| objectives? Employee costs are often the largest part | | | | indicators, e.g. operational cost per headcount is |
| of company expenses. Therefore executives seek to | | | | optimized for maximum profit over time. |
| control employee costs and investments in various | | | | HR ensures compliance with corporate objectives via |
| different ways. On the other side departmental | | | | controlling on headcounts and corporate hiring policies. |
| managers hire to meet their units' objectives. | | | | As HR update existing employee data, HR and staff |
| Human Resources (HR) are in a unique position to | | | | managers must be aware of hiring policies. Business |
| seek and forward visibility to hiring decisions so that it | | | | conditions may dictate an increase or decrease in |
| can support both corporate and departmental | | | | headcount "predictions" or a shift in new-hiring policies, |
| objectives and accountabilities. Consequently | | | | but no matter the situation the costs need to be |
| executives, finance, and HR are looking for tools to | | | | controlled. |
| manage headcount so that business unit decisions are | | | | Human Resource Information Systems (HRIS) are |
| aligned with corporate objectives. | | | | useful for managing current and historical employee |
| Corporate headcount planning is dependent on many | | | | information. Many HRISystems are very useful but |
| different business drivers e.g. sales and technology. HR | | | | they need to be simple and date controlled to be able |
| needs to control on headcount so costs is aligned with | | | | to create really value added reporting over time. Many |
| what is required at all times due to the situation related | | | | HRIS systems do not meet this crucial requirement. |
| to sales and new technology etc. | | | | has developed a date controlled headcount reporting |
| In turn headcount can be a driver for operational plans | | | | tool, which calculates headcounts in any given period |
| in other functions e.g. IT spending - like the number of | | | | of time, historical, present and future, via employee |
| computers or networks to purchase and deploy - is | | | | hiring and resignition data. Purpose is to show |
| directly tied to headcount, which in turn drives IT | | | | development in headcounts in a given period of time or |
| helpdesk plans for staffing, infrastructure and training. | | | | headcount on a given date. |
| To achieve aligned headcount with business objectives | | | | The tool maximizes the value in company |
| at all time, headcount status needs to be updated | | | | management reporting and increases effectiveness |
| periodically, providing an opportunity to revise | | | | and optimizes HR- and personnel processes. The tools |
| headcount and others plans. This also makes sure, that | | | | are easy to use and requires only ordinary employee |
| costs are adjusted the best way possible continuously. | | | | hiring and resignition data. |