Using unrivalled headcount, compensation, and performance data across financial services, technology, and general industries, we help clients understand the most effective way to deploy and manage their overall headcount with the goal to improve business performance through people performance and refined location strategies.
Competitive Positioning Insights
Our solutions range from basic headcount comparisons, to intermediate analysis on the relative seniority and location mix through to the more complex analysis around the operating structure management structures and the balance of the relative support workforce to business producers.
Though assessing comparable organizations are structured, we help firms define and optimize their workforce for each of their business units or control functions and provide position benchmarking, tracking, and insights to support strategic workforce and budget planning.
Scaled Metrics to Quantify Optimized Size and Shape of the Workforce
Locations Available for Analysis for Firms' Workforce Location Strategies
Financial Services Firms with Compensation Data Available for Analysis
We help firms define the right number of people to support each of their business units or control functions.
The analysis can support planning for the internal full-time employee workforce, though we are increasingly asked to work with clients to define and track to their complete staffing model, which includes adding a comparable view of contracting and headcount provided by outsourcing vendors.
We provide a range of analysis to help clients understand on the most effective location model for their workforce.
Our analysis combines the depth and price for talent, with the cost of doing business. We are also able to review the growth and popularity of a location, including tracking a cost of living index.
Clients are able to quickly understand how a range of locations compare to support any growth or redeployment initiatives.
By accessing the associated headcount information provided by our client’s HR departments, we are able to assess how management structures compare across divisions and organizations. This is achieved through the analysis of spans, such as how many direct reports per manager, and layers, such as the number of management layers from the most junior to the most senior individual in the department. Clients quote the 8 x 8 matrix but this is too simplistic to apply without consideration to the departments or organization under review.
Typical actionable results include a risk review where the spans of control are too large, and expense reductions through either de-layering or increasing the spans of control of the managers.
Our clients have wrestled with centralization, such as bringing the service into one team, or decentralization, such as giving the business full responsibility for the service, over the past 30 years.
We can show clients how centralized their functions are versus peer organizations and identify employees providing a shadow service outside the centralized service.