Burnout, overload, inefficiency, and resourcing gaps are discussed constantly, but rarely grounded in clear evidence of how work actually operates

Designed for professionals involved in assessment

→  HR and OD
→  Workforce planning teams
→  Operations leaders
→  I-O psychologists
→  Organization design specialists

Measuring Work

What participants will explore

→ What “work” should mean in organizational analysis
→ Objective and perceived workload
→ Workload as a signal of design and management quality
→ The relationship between workload, staffing, structure, culture, and performance
→ How workload evidence can support workforce planning and redesign

Learning Outcomes

→  More grounded workforce planning decisions
→  Better role and team design
→  Clearer diagnosis of overload and underutilization
→  Stronger linkage between work, structure, and performance
→  More credible conversations about culture and capacity
→  A shared language for analyzing work across the organization

Why it matters

Without a clear way to define and measure work, staffing becomes guesswork, overload is misread, inefficiency is misunderstood, and organization design lacks grounding. Culture conversations drift into abstraction instead of reality. Workload is not just operational; it reflects how the system is designed and managed. When work is visible, better decisions follow

One-day intensive masterclass

Available in:

→  In-house program
→ Tailored delivery for workforce, HR, or organizational design teams

Can be adapted to your organization’s workforce planning or transformation agenda