AGI.do

Processes

What will AGI do for HR Workforce Planning?

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How AGI delivers it

Four ways AGI delivers for HR Workforce Planning

  • Autonomous Agents as digital employees

    Hire a digital employee that does the job under earned, supervised autonomy.

    For HR Workforce Planning, hire a digital employee that does the job under earned, supervised autonomy.

  • Business-as-Code

    Encode how your work runs, once, as software that executes itself.

    For HR Workforce Planning, encode how your work runs, once, as software that executes itself.

  • Services-as-Software

    Get the professional outcome delivered as software, priced on results, not headcount.

    For HR Workforce Planning, get the professional outcome delivered as software, priced on results, not headcount.

Value flow

How HR Workforce Planning connects

automated by

  • Anaplan Workforcemodel
  • Workday Adaptive Planningmodel

measured by

  • Span Of Controlmodel
  • Vacancy Ratemodel

optimizes (incoming)

  • Learning budget per HR employeemodel
  • Number of FTEs that perform HR administration activities per $1 billion revenuemodel
  • Number of employee FTEs served per HR shared service organization FTEmodel
  • Percentage change in learning budget per HR employee in the past 12 months (pre- to post-Covid)model
  • Percentage change in HR FTEs over the past 12 months (pre- to post-Covid)model
  • Number of FTEs that perform the process "manage employee inquiry process" per $1 billion revenuemodel
  • Number of FTEs that perform the process "manage employee performance" per $1 billion revenuemodel
  • Number of FTEs that perform the process "manage employee relations" per $1 billion revenuemodel
  • Number of FTEs that perform the process "manage expatriates" per $1 billion revenuemodel
  • Number of FTEs that perform the process "manage human resource information systems (HRIS)" per $1 billion revenuemodel
  • Number of FTEs that perform the process group "develop and counsel employees" per $1 billion revenuemodel
  • Average span of control for the HR functionmodel
  • Personnel cost to perform the process group "manage employee information" per process group FTEmodel
  • Personnel cost to perform the process group "manage employee information and analytics" per process group FTEmodel
  • Business entity revenue per business entity FTEmodel
  • Business entity revenue per business entity employeemodel
  • Cycle time in days from identification of need for repatriation to date of transfermodel
  • Cycle time in days from identifying the need to hire a new employee to approval of the job requisitionmodel
  • Cycle time in days from identifying the need to hire a new employee until new hire begins in the agreed positionmodel
  • Employee turnover ratemodel
  • Employees who perform the function "develop and manage human capital" as a percentage of total business entity employeesmodel
  • Involuntary terminations as a percentage of total business entity employee turnovermodel
  • Involuntary terminations as a percentage of total business entity employeesmodel
  • New employees as a percentage of total business entity employeesmodel
  • Percentage change in business entity employees in the past 12 months (pre- to post-Covid)model
  • Percentage change in manufacturing FTEs over the past 12 monthsmodel
  • Percentage change in marketing FTEs over the past 12 monthsmodel
  • Percentage change in supply chains FTEs over the past 12 monthsmodel
  • Percentage change in the total number of involuntary employee terminations in the past 12 months (pre- to post-Covid)model
  • Percentage change in the total number of voluntary employee terminations in the past 12 months (pre- to post-Covid)model
  • Percentage of customer service FTEs added%2Fhired in the past 12 months attributed to AImodel
  • Permanent part-time new hires as a percentage of total new hiresmodel
  • Personnel (staff) costs directly associated with leading, managing, and supporting the KM program, initiative, or service per $1,000 revenuemodel
  • Personnel cost for the business entity per business entity employeemodel
  • Personnel cost to perform the HR function across the entire organization per $1,000 organization revenuemodel
  • Personnel cost to perform the HR function per business entity employeemodel
  • Percentage of FTEs that perform the process group "reward and retain employees" that are middle management%2Fspecialistsmodel
  • Percentage of FTEs that perform the process group "reward and retain employees" that are operational workers%2Foffice staffmodel
  • Percentage of FTEs that perform the process group "reward and retain employees" that are senior management %2F executive levelmodel
  • Percentage of FTEs who perform the HR function that do not directly report to the HR organizationmodel
  • Percentage of FTEs who perform the function "manage information technology" who are external service providersmodel
  • Percentage of FTEs who perform the process "invoice customer" who generate customer billing datamodel
  • Percentage of FTEs who perform the process "invoice customer" who maintain customer%2Fproduct master filesmodel
  • Percentage of FTEs who perform the process "invoice customer" who perform management activitiesmodel
  • Percentage of FTEs who perform the process "invoice customer" who post accounts receivable entriesmodel
  • Percentage of FTEs who perform the process "invoice customer" who resolve customer billing inquiriesmodel
  • Percentage of FTEs who perform the process "invoice customer" who transmit billing data to customersmodel
  • Percentage of FTEs who perform the process "process customer credit" who analyze%2Fapprove new account applicationsmodel
  • Percentage of FTEs who perform the process "process customer credit" who perform management activitiesmodel

Go deeper

Explore HR Workforce Planning

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