Workforce Analytics & Resource Planning
People Analytics at Enterprise Scale
Leadership needed better visibility into workforce utilization and resource allocation across a large, multi-subsidiary organization. This engagement, internally known as the Talent Web initiative, unified workforce data across roughly 20,000 employees, five subsidiaries, and three separate HRMS platforms into a single reporting layer.
- Context
- LearningMate (Straive) — Talent Web Initiative
- Period
- 2022 – 2025
20,000+
Employees unified across 5 subsidiaries and 3 HRMS platforms
Business Challenge
Leadership needed a single view of the workforce, and none existed. The data lived across three HRMS systems — Infoweb, DarwinBox, and SuccessFactors — each covering a different slice of five subsidiaries and roughly 20,000 employees, and none of the three talked to each other.
Discovery & Approach
Before any dashboard could be designed, the underlying workforce planning processes and reporting gaps had to be documented system by system, since each HRMS platform structured its data differently and reconciliation was the real engineering problem.
- Documented workforce planning processes and reporting gaps across Infoweb, DarwinBox, and SuccessFactors
- Designed utilization, attrition, capacity planning, and resource dashboards spanning all five subsidiaries
- Standardized reporting metrics and definitions for leadership teams across previously siloed systems
- Enabled data-driven workforce planning through automated, cross-system analytics
Business Outcomes
- Reduced manual reporting effort across a workforce of roughly 20,000 employees
- Improved workforce planning accuracy by reconciling three previously inconsistent HRMS data sources
- Provided leadership with consistent operational KPIs for the first time across all five subsidiaries
RACI Matrix — Workforce Analytics & Resource Planning
| Task / Activity | Business Sponsor | Workforce Lead / HRBP | Business Analyst (Author) | Data Engineering | Dept. Managers | Exec. Leadership |
|---|---|---|---|---|---|---|
| Define Reporting Requirements | A | R | R | C | C | I |
| Data Source Mapping (3 HRMS) | I | C | R | A | I | I |
| Dashboard Design & Build | C | C | A/R | R | I | I |
| Data Validation Across Subsidiaries | I | R | A | R | C | I |
| Rollout & Manager Training | C | A | R | I | R | I |
| Ongoing Governance | A | R | C | C | I | I |
R Responsible · A Accountable · C Consulted · I Informed
Lessons learned
- At this scale, the hard problem is rarely the dashboard. It's getting three HRMS systems to agree on what "headcount" means.
- A RACI matrix earns its keep most in exactly this kind of engagement: five subsidiaries and three data owners cannot be aligned by goodwill alone.
- Manager adoption depended more on training and trust-building than on the underlying analytics. The best dashboard in the world doesn't help if managers don't believe the numbers.
Consultant's note
"Reconciling three HRMS systems taught me more about organizational politics than any stakeholder workshop could have. Each system's "owner" had a reason their definition of the data was the right one, and usually they were all a little bit right. The job wasn't to declare a winner; it was to build a translation layer everyone could trust."
Skills demonstrated
- Workforce Analytics
- Data Reconciliation
- RACI Governance
- Dashboard Design
- Change Management
Part of Volume 1 — Business Transformation & Technology Consulting.