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amount of data, which makes it suitable for large
organizations only.

3. Besides what has already been stated, the Ad
hoc Simulator (SimMan) [4] suggests indicating the
maximum number of jobs and training courses that
an employee is allowed to take at the same time.

4. Through the Qualitative models, such as
Fig. 3 An example of the Stock & Flow representation questionnaires and surveys, the future available supply
can be outlined without numerical or mathematical
3 shows an example of a possible representation of methods. They are powerful instruments in case of
an R&D department, where employees are grouped absence of past data, like in case of the creation of
into Junior Designers (Stock1), Senior Designers (S2), a new department for developing new projects. This
Junior Analysts (S3) and Senior Analysts (S4). Their technique is suitable for any kind of organization, and
recruitment (R), promotion and transfer (P) and wasta- it is complementary to numerical methods.
ge (W) are monitored along the whole planning period
of interest. 5. When it comes to the workforce capacity’s side,
This check must be extended to all the planning System Dynamics (SD) is still the main way to
periods, in order to have an accurate time by embrace the dynamic nature of a project. Starting
time overview of the capacity distributed by skill. from a system representation by means of the Stock
The present model can be used by any kind of and Flow model, it is possible to depict all the cause-
organization, however, it does not allow any forecast effect connections between system variables. In
about the probable future workforce supply. fi gure 4, a System Dynamics example is applied to a
supply system composed of three stocks (Trainees,
2. The Markov model (MM) is a time series Junior Designers and Senior Designers). What if the
approach, able to predict the distribution of recruitment rate of Junior Designers increases? What
personnel. It represents an upgrade of the Stock if the training completion rate increases? Is the supply
and Flow model, upon which is built. The Markov still able to meet the demand?
Model assumes that the employees grouped in the With regard to data sources, numerically-wise, a
same stock or class have the same probability to company should count on historical and current
move to another class (the characteristic by which data from the personnel’s master database. It is
employees are grouped should be the main driver of strongly recommended to keep the personnel’s
the employees’ fl ows). This means, for example, that profi les detailed and updated. Qualitatively-wise,
all the junior designers have the same probability to the organization should tap into the internal staff’s
be promoted, to be recruited, to undergo a training experience (such as the Project Engineer’s), and into
courseor to leave the organization. By looking at surveys or questionnaires fi lled out by either internal
the past years’ fl ows, the transition’s probabilities or external experts.
are computed, allowing future fl ows and the total Concerning the actors involved in the workforce
distribution of employees per class at any time (t) capacity evaluation process, the interviewed
to be forecast [7]. As mentioned by Safarishahrbijari workgroup and the literature agreed about the
[3], the Markov model presents the following limits: responsibility of the Human Resource Department
it is not able to interact with the environment, it is not over the management of the personnel’s data and
capable of incorporating feedbacks in the system, it the personnel’s distribution inside and outside
is based on past data, therefore assuming that past the organization. This information is valid for all
trends will continue. In addition, it requires a wide companies, regardless of their size and sector.

Fig. 4 System Dynamics
Model of a three classes
system (based on Singh,
2016)

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