# Workforce Planning and Skills Strategy: practice workbook
Talent Engineering Academy | An education initiative by Vitae
Edition 2026.09 | Updated 2026-09-24
Course: https://talentengineering.org/courses/workforce-planning

Translate business scenarios into capacity, skills gaps and a justified build, buy or borrow plan.

## Your deliverable
A scenario-based workforce plan with assumptions and review triggers.

Use fictional information. Keep your completed work in your own secure notes. Exercises and capstone work are self-directed, not independently assessed.

## 1. Business scenarios and horizon

Your notes:



## 2. Workload and productive capacity assumptions

Your notes:



## 3. Current skills and availability

Your notes:



## 4. Gap and alternative responses

Your notes:



## 5. Lead times, cost ranges and dependencies

Your notes:



## 6. Decision triggers and review owner

Your notes:



## Lesson exercises

### 1. Translate workload into capacity

Calculate capacity for 900, 1,200 and 1,500 tasks, then add two constraints the arithmetic misses.

Your response:


Worked example: A fictional service expects 1,200 tasks a month at 30 minutes each: 600 hours. If one trained worker contributes 120 productive hours, the arithmetic gives five worker-equivalents. It does not account for shift coverage, skill mix or demand peaks.

Self-review guidance: The simple scenarios require 3.75, 5 and 6.25 worker-equivalents. Do not automatically round these into hiring requests. Explore scheduling, cross-training and coverage constraints before agreeing headcount.

### 2. Map skills supply and evidence

Build a fictional four-person matrix for three capabilities and identify a time-bound gap.

Your response:


Worked example: Eight engineers appear available, but only two have recent evidence of signing off a regulated test. A third can qualify in six weeks with supervision. The plan records that development route instead of assuming all eight are interchangeable.

Self-review guidance: Use evidence such as a recent assessed task, not self-rating alone. Record a development date and supervisor. Distinguish unknown evidence from confirmed lack of capability; they require different follow-up.

### 3. Compare build, buy, borrow and redesign

Compare three responses to the gap from your matrix using time, continuity and uncertainty.

Your response:


Worked example: A six-week launch gap precedes uncertain long-term demand. A fictional plan combines a limited specialist engagement, internal shadowing and a hiring decision after confirmed orders. It does not commit to permanent expansion on an unverified sales forecast.

Self-review guidance: A strong option table explains why a route fits the horizon and identifies supervision costs. A blended plan names the handover deliverable and the trigger for changing course rather than relying on an indefinite temporary arrangement.

### 4. Run a rolling workforce review

Write a monthly review agenda and three decision triggers for your plan.

Your response:


Worked example: Orders fall below the lower scenario while a planned hire is approaching offer. The review asks whether the role remains essential, whether work can be redeployed and what commitments have already been made. It updates the hiring decision rather than silently leaving an obsolete vacancy open.

Self-review guidance: Include demand evidence, capability changes, committed hires, budget and candidate commitments. Assign each trigger to an owner and a decision date. Preserve the old assumptions so a change is explainable rather than rewriting history.

## Portfolio review
Check that your work is internally consistent, distinguishes facts from assumptions, names decision owners and explains its limitations. Revise gaps before using the method in real work.

## Further reading
- [CIPD: Workforce planning](https://www.cipd.org/uk/knowledge/factsheets/workforce-planning-factsheet/): Further reading on workforce demand and supply.
- [CIPD: Recruitment](https://www.cipd.org/uk/knowledge/factsheets/recruitment-factsheet/): Professional context for the recruitment lifecycle.

Original educational scenarios. References provide further reading and do not imply endorsement. Check current official rules and appropriate professional advice for real legal, financial or regulated decisions.