Module four of Workforce Capacity Modelling — paid hours versus presence — ended an argument we had been having with facilities for two years. We still argue. We argue about different numbers.
Sigrid Holm · People director, regional hospital admin
The Roster Integrity Clinic assumed we could pull a clean cost-centre extract. We could not. Helena was right to warn others. Fileworkbase did send a workaround using timesheet dumps, which was ugly and sufficient.
Helena K. · Bunbury
★★★★★★★☆☆☆ 7/10 on alumni card
Demand Signal Reading was shorter than I wanted. The harvest-window example was exact for us. Thursday 16:00 AWST is awkward if you are on the east coast; I joined tired.
Verified seat · seminar 04
Client in refrigerated logistics: the quote on the home page is mine. I would add that Alina will not let you hide a relief ratio inside a blended FTE. That irritated our GM and helped the model.
Anonymous · warehousing and linehaul
Case study · 11 months
A cellar door that hired for Saturdays and drowned on Wednesdays
A Margaret River group sat Capacity Modelling after a season where casuals were abundant on the wrong days. The demand clock from tasting-bookings showed midweek coach groups the roster had treated as a surprise. They did not cut headcount. They moved twelve hours of contracted time and published a relief ratio that made the unpaid “can you stay?” requests visible.
Limitation: the model did not touch award interpretation. Their industrial advisor still had to rewrite a clause. Fileworkbase stayed on the hours.
Case study · mining services
When a hiring freeze was the honest output
A contractor in the Pilbara sent two planners to the Modelling Room expecting a bid for more roles. Week six’s “cut” spine showed overtime clustering from a licence bottleneck, not from a missing FTE. They paused four requisitions. Six months later they hired one specialist instead of four generalists.
The planners said the board sentence in week seven was harder than the spreadsheet. That matches what we see most intakes.
