What is workforce planning?
Workforce planning is a key task within Human Resources. It ensures that staffing requirements in a company are met in the most efficient way possible. Only then can a business operate profitably and productively. Realistic and well-structured workforce planning helps to quickly identify and address staffing shortages. It also allows for planning training and upskilling programmes for employees. Often, workforce planning is defined as the forward-thinking anticipation of future staffing actions. It aims to ensure that, in the short, medium and long term, the necessary number and quality of employees are available at the right time, in the right place, and aligned with the company's strategic objectives.
This is different from staff scheduling, which governs who takes on which task in day-to-day operations. Workforce planning looks months to years ahead.
Workforce planning as a leadership task
Workforce planning requires management, HR and line managers to work together. The skills the company will need in future must therefore become part of corporate planning at an early stage. This includes HR having a seat at the table when corporate planning takes shape. That way, HR can influence which skills the company builds and initiate measures in good time.
Vanessa Hunkeler-Bolliger, Managing Director and co-owner of Refline, also discussed this with Smart Media for «Fokus Digital Success & Security». In the interview, she stresses: «Talent acquisition must not wait until a position becomes vacant.»
From business goal to staffing needs
Workforce planning starts with the company's goals. Four questions help turn them into concrete staffing needs:
- Which projects are coming up? For example a new location, a new product or a digitalisation project.
- Which tasks arise from them? And which tasks disappear?
- Which skills are needed? A clear job requirements profile helps you name them.
- From when? Factor in recruitment and onboarding time.
Our example: Sample Ltd is a fictitious manufacturing company with 80 employees. Its management has decided to put a second production line into operation in two years. At the same time, order processing is being digitalised. Sample Ltd accompanies you through the following sections.
Tools of workforce planning
A distinction is made between active and passive workforce planning tools:
Active tools include the development of training and further education programmes for employees. These help establish specific skills and expertise within departments. Other effective tools are financial incentives, personalised development programmes, or additional benefits. Important: these measures must be used strategically, as budgets are limited.
Passive tools include, for example, involving employees: they can share job postings on their social media accounts or participate in referral schemes. You can also encourage speculative applications to demonstrate openness to new talent.
Tasks and goals of workforce planning
Tasks:
- Personnel planning aims to optimise both the current and future workforce.
- The focus is on achieving corporate objectives through the best possible staffing.
The primary aim is to optimise the current and future workforce based on the company's objectives. These are typically broken down into five main areas:
- Workforce inventory planning: Describes the current state and serves as a basis for accurate planning. It involves assessing the company's existing human resources.
Example: In Sample Ltd's production department, two experienced employees will retire within the next two years. Today, only one electrician has in-depth knowledge of automation technology. - Workforce requirement planning: Defines the desired future state and anticipates both quantitative and qualitative changes.
Example: The second line will run in two shifts. This requires additional machine operators, a shift supervisor and more automation know-how. Everyone needs to be on board around six months before the start so there is enough time for onboarding. - Staff development: Determines existing skills among employees and evaluates which types of training or development would be beneficial. The aim is to improve motivation and qualifications through targeted learning opportunities.
Example: A second electrician completes further training in automation technology. The development conversation about it takes place this year. - Recruitment: If the requirement planning reveals a shortage of qualified personnel, recruitment becomes necessary. This includes employer branding and active sourcing, the core of external recruitment. Internal recruitment, by contrast, involves reallocating internal resources.
Example: An experienced machine operator from the existing team takes over as shift supervisor. Sample Ltd recruits the additional machine operators externally. The job advertisement goes live a year before the line starts, as these specialists are scarce. Until then, HR keeps in touch with contacts in the talent pool. - Workforce release planning: In cases of restructuring or automation, there may be a surplus of staff. Dismissals aren't always necessary: alternatives include reassignments, reduced hours, overtime reduction, short-time work or early retirement.
Example: With digital order processing, data entry work in the back office disappears. One back-office employee therefore moves to work preparation for the new line.
Objectives of personnel planning
The goal is to achieve an ideal staffing structure, balancing employee satisfaction with the company's strategic goals. The overall setup should be as efficient as possible through optimal workforce utilisation. As a key part of overall corporate planning, personnel planning plays a vital role in maintaining competitiveness. When done well, it increases productivity and efficiency by ensuring that all personnel requirements are met. The ultimate aim is to reach and continuously optimise the ideal staffing state.
Types of personnel planning
Strategic personnel planning
Strategic personnel planning assesses the current workforce situation and initiates measures to reach the target state. It is essential for maintaining long-term competitiveness and achieving business objectives within the intended timeframe. Anticipatory planning is key: understanding how many employees are missing, where training is required, and which other measures might be necessary.
Quantitative and qualitative personnel planning
Quantitative personnel planning concerns employee inflow and outflow, including resignations, retirements, maternity or paternity leave, death, or disability, as well as returns from leave, prolonged sick leave, retention of apprentices, or new hires. The level of staff turnover in your company also belongs in the calculation.
Qualitative personnel planning evaluates whether employees have the essential skills needed. Are job requirements being met, or is there a need to build additional competencies?
Who does what: management, HR and line managers
Workforce planning works when three sides work together.
| Who | Responsible for | Contribution to planning |
|---|---|---|
| Management | Goals, projects, priorities and budget | Shares the strategy with HR early on and decides on new positions and larger training investments |
| HR | Planning process, workforce data and talent acquisition | Has a seat at the table in corporate planning, makes gaps visible, proposes measures and implements them |
| Line managers | Tasks, skills and development within their own team | Report foreseeable changes and take part in selection, for example with an interview guide |
Example: At Sample Ltd, management, HR and the head of production meet once a quarter to review the plan.
Where AI changes tasks and skills requirements
AI is increasingly taking over routine work. In the interview, Vanessa Hunkeler-Bolliger says: «Routine work is being automated, job profiles are changing and new requirements are emerging.» For workforce planning, this means asking for every role which tasks will disappear in the coming years and which will be added, such as checking results or looking after systems. Time that is freed up can often be put to good use through reallocation and further training. Find out more in our article on artificial intelligence in HR.
Example: At Sample Ltd, digital order processing frees up capacity in the back office. This capacity flows into work preparation for the new line.
Template: workforce planning on one page
A table with one row per gap is enough to get started. This is what it looks like for Sample Ltd:
| Project | Skill needed | Gap | Measure | Responsible | Deadline |
|---|---|---|---|---|---|
| Second production line | Automation technology | 1 person | Further training for an electrician | Head of Engineering | Start next quarter |
| Second production line | Shift supervision | 1 person | Fill internally | Head of Production and HR | 6 months before start |
| Second production line | Machine operation | 6 people | Recruit externally | HR | Advertise 12 months before start |
| Retirements in production | Experience with the equipment | 2 people | Recruit externally and transfer knowledge | HR and Head of Production | 12 months before retirement |
| Digital order processing | Work preparation | None, capacity freed up in back office | Reallocate tasks | Management | At project start |
Review the table regularly, for example once a quarter in management meetings. If projects change or a key person resigns, update it straight away. Our article on recruiting analytics shows which metrics help.
The right software for the right hires
An e-recruiting solution like the one offered by Refline supports your company in the recruitment process. Use our software to find the right talent, optimise your personnel planning, and secure the best employees for your business.
The full interview
In the interview with the magazine «Fokus Digital Success & Security», Vanessa Hunkeler-Bolliger explains why forward-looking talent acquisition belongs on the management agenda. It also covers how Refline uses AI responsibly.
Updated in October 2026: now with a worked example, the roles of management, HR and line managers, the impact of AI and a planning template.