A hire is presented without a capability comparison.
The request may not show whether relevant experience exists internally, what development would require or whether temporary support would fit the work.
For Finance leaders
See the assumptions behind the workforce spend.
Review why a capability is needed, which options could cover it and what each option depends on. Bring a clearer basis to the budget conversation.
What you need to deliver
You own financial discipline, resource allocation and the assumptions behind the investment case. A workforce recommendation needs to explain the business requirement and the full economic effect of the proposed action.
What gets in the way
The cost is visible before the alternatives are.
Redeployment is counted as an automatic saving.
Backfill, transition time, training and work left behind can materially change the economic case for a move.
A training gap becomes a return forecast.
An assessment difference can identify a question. It cannot, on its own, establish the cost or return of the proposed development programme.
How EVA helps
Connect the evidence to the investment question.
Clarify the capability requirement.
Use the agreed map or role criteria to examine what the work needs. Keep the scope and strength of the available evidence visible.
Compare practical alternatives.
Review development, movement, recruitment and contingent support with HR and delivery leaders. Include availability, release and timing alongside the capability comparison.
Separate evidence from financial assumptions.
Use EVA's analysis to inform the case. Finance supplies and validates the cost, timing and outcome assumptions used to assess that case.
What you can take forward
A workforce proposal with a clearer economic basis.
- A defined requirement and the relevant capability evidence.
- Alternative responses with their practical dependencies recorded.
- Explicit assumptions and a review point for the spending decision.
Explore the analysis
Analyses for the decisions you own.
Illustrative. Synthetic data.
Development Funding Analytics
Connect commercial time, coaching benefit and development spend before allocating budget.
Group comparisons, hours-to-value scenarios and market-level development funding priorities.
EVA Team & Leadership Analytics
Inputs and scope
Question: Where should we protect, redirect or investigate development funding?
Inputs: Time-allocation and coaching responses, development spend per head and Finance-supplied cost assumptions.
Commercial time and development funding, illustrated with synthetic data. Released capacity and euro values are modelled scenarios, not realised savings or guaranteed returns.
Illustrative. Synthetic data.
Time Effectiveness Survey
See where the team's week goes and what could give people more customer time.
Time decomposition, group comparisons, coaching themes and modelled opportunity scenarios.
EVA Team & Leadership Analytics
Inputs and scope
Question: Which work changes should we test to improve how the team spends its time?
Inputs: Time-allocation responses and the agreed market, channel or role context.
Opportunity scenarios are estimates to test, not measured gains. A repeat measurement is included only when commissioned.
Start with Development Funding Analytics to inspect loaded hourly costs, reclaim-share assumptions and development spend by market. Use the Time Effectiveness Survey for the underlying work-allocation context. Released capacity is not a cash saving; Finance validates the assumptions and the investment case.
A decision in practice
A proposed internal move needs a net economic case.
For the proposal, model avoidable external cost against an agreed alternative, plus any separately supported benefit. Subtract backfill, transition and ramp time, training, EVA and implementation costs. Compare realised outcomes at the review point. Distinguish cash reduction, cost avoidance and released capacity; do not count an existing salary or the same benefit twice.
Illustrative decision brief, not a customer result or a standard product report.
Measures you can own
Establish a baseline, target and review period. These are evaluation measures, not promised improvements.
- Validated avoidable spend
- Spend that would otherwise occur, supported by an agreed counterfactual and owner.
- Net option cost
- Incremental costs and displaced work for each feasible staffing response.
- Realised versus modelled benefit
- Actual outcomes against the business case at a defined review point, with attribution limits.
A useful first step
Bring one workforce investment you need to evaluate.
Choose a hiring request, internal movement proposal or development priority. Agree the missing information before selecting the engagement. EVA Competency Mapping is a bounded starting option; EVA Talent Matching, EVA Workforce Planning or EVA Team & Leadership Analytics can be scoped directly for your decision. Pricing and delivery terms are confirmed for that scope.
Who to involve
The business sponsor defines the outcome. HR and managers explain the people options. Finance owns the economic model and the basis for any claimed savings or returns.
Which workforce request would you want challenged with a full-cost alternative before approving it?
Explore your decisions