Peak staffing
- Needed 7,368 h · Available 9,200 h · Short 0 h · Overtime GBP 0 · Extra staff 0.
Executive Intelligence · Workforce and Leadership
Workforce Capacity Planning
Capacity against demand per location and role, drawing on a roster or HR source.
Demonstration: Meridian Freight Group (fictional) · Freight and logistics. Fictional data and a scripted answer.
The situation
- Organisation
- Meridian Freight Group (fictional)
- Who is asking
- Chief people officer
- Industry
- Freight and logistics
- What happened
- Volumes will rise in the peak season and the chief people officer must decide how many seasonal staff to hire against overtime.
The question asked
How many seasonal staff do we need for the peak, and what does covering the gap with overtime cost?
What it reads, and who can see the result
- Volume forecast exportParcels per week in the peak.
- Productivity and pay rates registerParcels per worker hour and costs.
- Reads
- The forecast and the rates.
- Does not read
- Any individual's data.
- Permission
- People analytics aggregate access.
- Who sees it
- The chief people officer and the operations director.
Try it
Change the assumptions. Every result and the answer below are recomputed from them, and a warning appears when a result crosses a stated limit.
- Hours needed per week
- 7,368
- Hours available (40 per person)
- 9,200
- Hours short per week
- 0
- Overtime cost to cover the gap
- GBP 0Overtime at 24 an hour.
- Extra staff to close the gap
- 0
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
The peak needs 7,368 hours a week; the team supplies 9,200: 0 short.
At 38 parcels an hour, 280,000 parcels need 7,368 hours [S1][S2]. With 180 regular and 50 seasonal staff at 40 hours, the gap is 0, which would cost GBP 0 a week in overtime or 0 more people.
Overtime is not the same as hiring: it tires the people the company wants to keep, and productivity falls late in a long week. The comparison should include that, not only the rate.
Relies on: S1 · Peak volume forecastS2 · Productivity and pay rates
No approval is needed for this result: it is read-only insight, and nothing consequential happens because of it.
What it produces
Limits of this example
- A flat 40-hour week and constant productivity.
- Recruitment lead time and training are not modelled.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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The Executive Intelligence story · This capability in the full register