What does a demand forecast in workforce planning predict?

What does a demand forecast in workforce planning predict?

• A. The number and types of employees needed to achieve organizational goals over a time horizon.
• B. The expected salary increments for the next year.
• C. The number of external vendors to hire for projects.
• D. The expected profit for the quarter.

Answer: (A)

The main idea being tested is that a demand forecast in workforce planning projects how many employees the organization will need and what kinds of skills or roles will be required to achieve its goals within a certain time frame. It turns strategic objectives into concrete HR requirements, answering questions like how many workers, with what capabilities, will be needed and when to bring them on board or train them. This helps shape hiring, training, and sequencing of talent initiatives so the organization can execute its plans. Why this is the best fit: it focuses on translating business strategy into people needs—the numbers and types of staff, and the timing to bring them in—so the organization can mobilize the right talent at the right time. What makes the other options less appropriate: salary increments are about compensation planning, not how many or what kinds of employees will be needed. The number of external vendors relates to procurement or project resourcing, not internal workforce demand. And expected profit reflects financial performance, not the forecasting of labor needs to support operations and strategy.

The main idea being tested is that a demand forecast in workforce planning projects how many employees the organization will need and what kinds of skills or roles will be required to achieve its goals within a certain time frame. It turns strategic objectives into concrete HR requirements, answering questions like how many workers, with what capabilities, will be needed and when to bring them on board or train them. This helps shape hiring, training, and sequencing of talent initiatives so the organization can execute its plans.

Why this is the best fit: it focuses on translating business strategy into people needs—the numbers and types of staff, and the timing to bring them in—so the organization can mobilize the right talent at the right time.

What makes the other options less appropriate: salary increments are about compensation planning, not how many or what kinds of employees will be needed. The number of external vendors relates to procurement or project resourcing, not internal workforce demand. And expected profit reflects financial performance, not the forecasting of labor needs to support operations and strategy.