Workload analysis is the most frequently skipped — and most decisive — step in any headcount discussion. Without it, every staffing decision favours the unit that says "we can't keep up" the loudest. Below are the six steps we use in the field.
Step 1 — Build a task inventory
List the work done in each role. The rule: a task should be concrete enough to have a measurable output, and aggregated enough not to drown the list. Eight to twenty tasks per unit is usually right. "Answering email" is not a task; "logging a customer request in the system" is.
Step 2 — Measure average handling time
- System data: ERP, contact centre or ticketing logs are the most reliable source.
- Employee logs: a simple two-week record separates perception from reality.
- Manager estimates: use only to validate the other two; on their own they run systematically high.
Step 3 — Collect annual volume data
Find how often each task repeats per year. Where seasonality exists, a monthly breakdown is essential: a unit needing 3 people in January and 1 in August cannot be planned on an average.
Step 4 — Calculate effective capacity per person
| Item | Annual hours |
|---|---|
| Gross working time (52 weeks × 45 hours) | 2,340 |
| Annual leave and public holidays | -320 |
| Training and development | -40 |
| Sickness and absence | -60 |
| Meetings and administration | -320 |
| Effective capacity | 1,600 |
The numbers differ by company; what matters is calculating the required headcount on real capacity, not on 2,340 hours. A typical white-collar range is 1,550-1,700 hours per year.
Step 5 — Build the calculation table
Formula: (Average time × Annual volume) ÷ 60 = Annual workload hours. Sum every task and divide by effective capacity.
| Task | Annual volume | Time (min) | Workload (hours) |
|---|---|---|---|
| Candidate screening interview | 720 | 35 | 420 |
| Job posting and shortlisting | 96 | 120 | 192 |
| Offer and onboarding process | 110 | 90 | 165 |
| Reporting and data entry | 250 | 25 | 104 |
| Total | — | — | 881 |
881 ÷ 1,600 = 0.55 people. This hiring volume alone does not fill a full-time recruiter; the role should either absorb other tasks or the volume should grow.
Step 6 — Interpret the result
- Norm < current: question the process first. Excess usually comes from redundant approvals and manual data entry.
- Norm > current: extra headcount is not the only answer; automation, outsourcing and task reallocation belong on the table.
- Norm ≈ current: the number is right but the competency mix may not be. Look at who does what.
Once results sit on the org chart, the number of layers and team size per manager can also be discussed with numbers. Together, these two outputs form the backbone of an organization design project.
Frequently asked questions
How long does it take?
Two to three weeks for a single unit; typically 6-10 weeks for a mid-sized company end to end.
Will measurement unsettle employees?
Participation stays high when it is clear the goal is process improvement, not performance appraisal. Reporting results at unit level protects trust.
To make a quick start for your own unit, IC Consulting's Workforce Check-Up assesses your workload and headcount balance in 12 minutes.
