Capacity Planning: Hiring and training
Objective. Validate the hiring/training configuration - lead times and ramp curves - that drives the hiring plan, and keep it distinct from the hiring-plan output.
This configuration screen holds the recruitment lead times, training duration and ramp-to-productive curves that the hiring plan uses to phase hires. A CSM validates these assumptions match the customer's reality.
See it in the demo
What this screen answers
A CSM opens this to answer 'are the hiring and ramp assumptions realistic?' The hiring plan's phasing - start recruiting this far ahead, assume this ramp - comes entirely from here. If these are wrong, the hiring plan is confidently wrong. This screen is where those assumptions are set and checked.
The task (validate, do not re-engineer)
Scope to the customer and confirm the recruitment lead time, training length and ramp curve match how the customer actually hires and onboards. Flag defaults that look generic. This is validation and escalation - confirm the assumptions; leave curve/structure design to the specialist. Describe it as 'the hiring and training assumptions configured for this scope'.
How to read it
This screen is configuration (inputs), not the hiring plan (output). The misread is confusing the two: here you set the lead-time and ramp assumptions; the hiring-plan screen shows the phased hires they produce. A new hire reaches full productivity only after the ramp configured here, so an optimistic ramp makes the hiring plan promise capacity sooner than it will really arrive. Read these as the levers behind the hiring plan.
Honest limits
This screen does not raise requisitions or integrate with recruitment unless confirmed - it holds assumptions. Confirm the lead-time and ramp figures with the customer and product, and escalate structural changes to the specialist. The hiring plan is only as realistic as these inputs.
Interpretation check
This is the hiring/training configuration (inputs) - not the hiring plan (output); an optimistic lead time or ramp here makes the hiring plan promise capacity sooner than it will really arrive.
In the field
A client ramp in RCM: if the configured ramp is shorter than real onboarding, the hiring plan shows cover arriving weeks early - validating the ramp here prevents a go-live staffed on paper but not in practice.
Practical task
Review the hiring/training assumptions for one scope and write one line confirming the lead time and ramp match the customer's reality, naming any default to validate, and note this is the input behind the hiring plan.
Self-check
How is this screen different from the hiring plan?
This holds the assumptions (lead time, training length, ramp curve); the hiring plan is the phased-hires output they produce. Set inputs here, read results there.
Why does the ramp curve matter to the plan's credibility?
A new hire is not full capacity on day one; they reach it only after the configured ramp. An optimistic ramp makes the hiring plan show productive capacity landing earlier than reality.
What is the CSM validating here?
That lead times and ramp match how the customer actually hires and onboards - flagging generic defaults - not designing the curves, which is a specialist task.
Verified vs demo. Screen is live in the demo at /#/hiringcfg; exact controls and figures are SME-validation-pending.