Every headcount question, answered without the reconciliation.
Know who you have, what they cost, where you are short and who may leave — from the HR, payroll, scheduling and time systems you already run.
Labor is the largest line in the plan. The headcount behind it lives in four systems.
Approved positions are in a planning spreadsheet, hiring is in the ATS, compensation is in payroll and hours are in scheduling and time. None of them agrees with the others.
When finance asks why labor cost is over plan, or a leader asks for more people, the challenge isn't counting heads. It's reconciling the positions you approved with the people you have and the hours you paid for, knowing what each role fully costs, and seeing where capacity is short.
So the forecast carries a headcount assumption nobody can trace, hiring lag is discovered after the quarter, and the first sign a critical team is losing people is the resignation.
Spreadsheet, ATS, payroll and scheduling.
Workforce, in practice.
Position and headcount truth
Approved positions, filled roles and open requisitions reconciled continuously against the HRIS — including assignment and status changes as they happen.
Fully loaded cost
Compensation, burden, overtime and benefits modeled per position, so the labor line in the forecast is built rather than assumed.
Capacity and constraint
Scheduled hours against demand, by location, shift and skill — showing where capacity binds before the schedule fails.
Employee risk
Retention and key-person exposure scored from the signals you already collect: tenure, review history, compensation position, schedule volatility.
Hiring pipeline
Requisitions, stages and time-to-fill tracked against the hiring plan the forecast depends on.
Skills and competencies
A competency catalogue mapped to people and roles, so a capability gap is a reportable fact rather than a hunch.
From your systems to a decision.
The forecast assumed six hires. Two have started.
The plan assumes six technicians start this quarter. Farsight DS reconciles the requisitions against the HRIS, sees four still open past their target date, and shows what the gap does to scheduled capacity and to the labor line in the forecast.
- ATS4 of 6 requisitions still openPast target start date
- Farsight DSPositions reconciled to the planAgainst HRIS and schedule
- CapacitySecond shift 320 hours shortEach month, from the next period
- ForecastSalaries −$96K, overtime +$41KThis quarter
- DecisionHire, contract or re-scheduleCost attached to each option
Want to see this against your own data?
From your systems to a working solution.
Farsight DS works on top of what you already run. Nothing is replaced.
Connect
Connect the systems, documents and information the business already uses.
Configure
Shape Farsight DS around your requirements, processes and data.
Validate
Review the data, assumptions, models and outputs before anyone relies on them.
Launch
Put it into production.
Need help redesigning the process itself? Farsight DS services can take it from process design through implementation, training and adoption.
Implementation servicesWorkforce on its own is useful. Connected, it is a different product.
Start with Workforce and the systems you already run. Each module below adds context the others can use — none of them is a prerequisite.
Frequently asked questions.
Which systems does Workforce use?
Your HRIS, payroll, applicant tracking, scheduling, and time and attendance systems. It reconciles against them rather than replacing them.
How is employee risk assessed?
From signals you already collect: tenure, review history, compensation position and schedule volatility — used to show retention and key-person exposure.
Does it connect to the financial forecast?
Yes. Compensation, burden, overtime and benefits are modeled per position, so the labor line in the forecast is built rather than assumed.
Does Farsight DS replace our ERP, CRM or other systems?
No. Your ERP, CRM, HRIS, operational systems and document repositories stay where they are and remain where the work gets done. Farsight DS reads from them and connects the information across them.
Do we have to license the other products?
No. Every product is useful on its own, and none is a prerequisite for another. Each one you add gives the others more context, so start with the one you need and add more when they create value.
See Workforce against your own data.
A 30-minute strategy session: we map how your systems connect and identify where this would pay for itself first.