Launched as a one-man business 60 years ago, the supply range of Kramp, with its headquarters in the Netherlands, includes around 450,000 spare parts and components for the areas of agricultural technology, garden and forest, construction machines, and OEM brand manufacturers. Permanent high qualifications of employees, continuous growth, and sustainable performance are among the most important elements of Kramp’s entrepreneurial approach.
HRForecast supported Kramp to adapt the strategic workforce planning to changing environmental conditions of the digital age and align it with the company’s digital DNA.
„HRForecast’s data analytics driven approach delivers tangible value and insights to inform and shape Senior Business and HR leadership strategic workforce planning decisions.“
Erik Gies, International HR Director Kramp
Questions to be clarified:
How to find or attract talents in the rural areas?
How to identify and prevent possible competency gaps using HR instruments?
How to keep up with the rapid transformation process of the supply chain?
What should be changed with the use of advanced Big Data apps?
1. Initial situation
While the digital supply chain had all the data and tools for evaluation, Kramp didn’t have the experience to use Big Data Analysis for strategic workforce planning.
First, Kramp and HRForecast defined employees’ competencies that aligned with a business strategy, created job families, and included the factor of employment with a company.
2. Scenario planning
By connecting workforce-, finance- and business planning with external data of demographic development and future talent resources, we created a custom-fit environment for scenario planning across all function levels.
Based on the analysis, we estimated external labor market risks and ascertained concrete predictions on the functional level’s net labor supply needs. We could accurately forecast future workforce costs that emerge in volatile environments and digitalization.
Key insights & value-adds for the client
Kramp was able to:
- Take early precautions for workforce dynamisation if uncertainties in business planning emerge
- Gain insight to determine functions and requirement profiles at the level of middle-management employees more precisely
- Define age- or functional groups and create tailor-made instruments for talent management
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