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